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« Unveiled at the show yesterday by BAE Systems was this concept model of “Tempest,” a future fighter. The reveal coincided with the announcement of the UK’s new Combat Air Strategy.

Military AvionicsGarmin ‘fighter cockpit’ makes debut › page 10

International AffairsU.S. torpedoes Iran deliveries› page 12

ManufacturingCFM Leap production jumps › page 20

TrainingEtihad addresses the pilot shortage › page 36

Air DefenseMBDA shows modular system › page 51

FreightCargoLogicAir focuses on prime cargo › page 53

Tempest unleashes new MoD eraby Chris Pocock

A full-scale concept model of a future com-bat aircraft was unveiled in the BAE Systems Farnborough Airshow pavilion (Outside Exhibit 11) on Monday morning by British Defence Secretary Gavin Williamson. His message was that the UK already had the best sovereign capability in the world. It could, therefore, lead such a development, but international partners would be sought.

BAE Systems chief executive Charles Woodburn said the UK government’s new Combat Air Strategy—released on Mon-day—“is a powerful statement of intent to invest.” Royal Air Force (RAF) chief Sir Stephen Hillier said his service is “taking

ownership of our next-generation capability.”The concept model has been generated by

Team Tempest, a partnership between the RAF’s Rapid Capabilities Office (RCO) and British industry (including BAE Systems, Leonardo UK, MBDA UK and Rolls-Royce). It is a large, manned twin-engine and twin-tail design with a near-delta wing except for trailing-edge indentations for stealth align-ment. But additional images on display next to the model also showed a scaled-down unmanned version, and industry officials cautioned that the model should not be con-sidered definitive, although some wind-tun-nel testing has been done already, they said.

According to Williamson, more than £2 billion ($2.65 billion) would be invested in the UK’s Future Combat Air Strategy (FCAS) by 2025. Industry is contributing up to 50 percent of this on some of the 50 to 60 “national technology demonstrations” that form part of the FCAS. Williamson said Team Tempest should deliver a business case by year-end and take “initial conclu-sions” on international partners by next summer. Further, he said, the partners could be “nations around the world, including ones that we haven’t worked with before.”

He continued, “Early decisions on how

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Boeing and Embraer talkbenefits of joint ventureby Gregory Polek

Top executives from Boeing and Embraer marked their proposed joint venture on Monday at the Farnborough Airshow with a joint briefing to promote the move and send a signal to the industry of their com-mitment to complete the deal next year.

Calling the deal to take an 80-percent share in Embraer’s commercial aircraft business and establish a joint venture to support the KC-390 tanker transport a

“natural evolution” of the two companies’ 30-year relationship, Boeing CEO Dennis Muilenburg expressed satisfaction with the opportunity to further align their cul-tures, engineering expertise, and techni-cal capabilities.

Embraer CEO Paulo Cesar de Souza e Silva emphasized the strategic value of the deal for his company and the social

value of the growth it will engender for the Brazilian people.

“We believe that this transaction is very strategic, so it’s a partnership that will pro-vide Embraer access to new markets,” said Silva. “Of course, Boeing is a bigger global player. We would have the opportunity to complement Boeing’s products and have much more access to clients around the world. More access to markets means more aircraft that will be manufactured, deliver-ing more jobs in Brazil, more technology going forward, [and] access to more capital.”

Silva explained that Embraer rep-resents “a good fit” for Boeing due largely to the Brazilian company’s expertise in areas such as landing gear, pylons, and aircraft interiors.

Muilenburg noted that the two

companies have participated in detailed discussions over the last year, working through “in a very disciplined way” the deal’s structure, the associated regulatory approvals for the next year, and the share-holder votes that would occur subsequent to reaching a final proposal.

He also addressed potential concerns over the competitive implications of the trend toward consolidation in the aerospace indus-try, insisting that the arrangement would cre-ate more choices for customers, not fewer.

“When you take a look at the global

aerospace market, clearly there have been very few strong players throughout the world. That’s been the nature of the mar-ketplace,” Muilenburg said. “We have seen some consolidation forces in the market-place in the supply base as well. We think this move is one that brings together two great companies that don’t overlap today. There’s no overlap in our product lines; rather they’re complementary fits.”

Silva concurred. “There’s nothing wrong with a duopoly as long as our cus-tomers benefit,” he concluded. n

Opening day airliner orders soar to $44Bby Charles Alcock

The opening day of the Farnborough Airshow saw airliner manufacturers add $43.6 billion to their combined order books, nearly double the deals announced at the start of Farnborough 2016. This new business was generated by around two dozen varied contracts either signed or firmed up at the show.

Airbus landed the biggest deal of the day, signing a memorandum of under-standing (MoU) with an undisclosed leasing group for 80 A320neo narrow-bodies worth approximately $8.8 billion at list prices. Taiwan’s Starlux Airlines signed an MoU worth about $6 billion for 12 A350-1000s and five A350-900s.

China’s Sichuan Airlines inked orders for 10 A350XWBs worth almost $3.2 bil-lion. The Chengdu-based operator also is leasing four more of the long-haul widebodies, which are powered by Rolls-Royce’s Trent XWB engine.

Leasing group Goshawk Aviation placed $2.2 billion worth of firm orders for 20 A320neos. Meanwhile, Australia’s Macquarie AirFinance Group placed firm orders for another 20 A320neos.

Wataniya Airways of Kuwait firmed up an MoU for 25 A320neos worth about $1.1 billion that it had made an initial com-mitment for at last year’s Dubai Air Show. After six years spent grounded during financial difficulties, the carrier resumed operations in July 2017.

Also in the Middle East, Omani budget carrier SalamAir ordered six A320neo air-craft, with five of those being leased from an undisclosed lessor.

India’s Vistara signed a letter of intent

for 13 A320neos, powered by CFM Inter-national’s Leap 1A engines. The agree-ment, worth around $1.4 billion, will add to the New Delhi-based operator’s exist-ing fleet of 21 Airbus aircraft. It is due to get another 37 A320neos from lessors.

Meanwhile, orders and options for up to 26 new 777 freighters were the main order of business for the Boeing sales team at Farnborough Airshow on Monday. DHL signed for 14 of the widebody, with options for another seven, in a $4.7 billion deal. Qatar Airways finalized a $1.7 billion order for five 777 freighters.

In a late-afternoon blockbuster deal, Jet Airways signed for an additional 75 Boeing Max 8s worth about $8.8 billion.

Brazil’s Gol Airlines ordered 15 more 737 Max 8s worth almost $1.7 billion. The carrier also upgraded a previous order for 30 Max 8s to the larger Max 10 model, adding around $384 million to the value of the transaction.

San Francisco-based Jackson Square Aviation announced a $3.5 billion order for 30 737 Max narrowbodies, in its first direct purchase from any airframer. The transac-tion had previously been on Boeing’s books but with the purchaser not disclosed.

United Airlines identified itself the customer in a repeat order for four more long-range 787-9s valued at $1.1 billion. The order had been logged to an uniden-tified customer earlier this year.

Romanian flag carrier Tarom announced itself as the customer for a previously unidentified order for five 737 Max 8s worth around $586 million.

Boeing also announced an array of

orders and agreements for various sup-port services, collectively valued at around $2.2 billion. These included the following: 20 landing gear exchanges for Atlas Air’s 747-8 fleet; an optimized maintenance program for Emirates Air-line’s fleet of 777-300ERs, 777-200LRs and 777-300s; component services for Eva Airways’s 787 fleet; electronic flight bag services for Hawaiian Airlines’ fleet; and a long-term partnership agreement with Boeing subsidiary Jeppesen to pro-vide dispatcher training for Malaysia’s Malindo Air.

United Airlines also announced a $1.1 billion firm order for 25 of Embraer’s E175 twinjets, with deliveries to begin in the second quarter of 2019.

EWA Air announced a $30 million order for a pair of ATR 72-600 turboprop twins.

Leasing group Gecas and Okay Airways announced a sale-leaseback deal for two more 737 Max 8s worth approximately $234 million. Okay took delivery of its first 737 Max 8 last week.

Middle East Airlines selected Pratt & Whitney’s Geared Turbofan engine to power 11 A320neos that it has on order.

China’s Hongtu Airlines signed a $400 million purchase agreement for CFM56-5B engines to power three A320ceo airliners.

Vietnam Airlines announced the signing of a three-year maintenance agreement with International Aero Engines covering the overhaul of V2500 turbofans in its fleet.

ST Engineering’s Aerospace sector announced new contracts for around $362 million. n

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INDEXA&D Industry Revenues ................................. 10Accenture ......................................................42Aerion .............................................................16Aerospace Industries Association .................53Airbus ............................................................55Airline Orders .................................................. 4AirMap ...........................................................38Airops Software .............................................24AlixPartners ...................................................53ATR ................................................................32Bahrain International Airshow .......................25Barnbrook Systems ....................................... 47Boeing ............................................. 4, 8, 16, 53Bohler Aerospace ..........................................54Bombardier ................................................... 47British Space Age ............................................5CargoLogicAir ................................................53CFM .........................................................20, 55Denroy Plastics ..............................................30Dynamatic Technologies ...............................50Elbit Systems .................................................49Embraer ......................................................4, 12Esterline ........................................................48Etihad Aviation Training .................................36Garmin ........................................................... 10GE Aviation ..............................................48, 55GKN Aerospace ....................................... 24, 51Gulfstream ..................................................... 47Hindustan Aeronautics Ltd. (HAL) .................50Honeywell .....................................................48Iran Sanctions .................................................12Jackson Square Aviation .................................8JW Kane ........................................................22Leonardo ....................................................... 10MBDA ..............................................................51Moyola Precision Engineering ...................... 44Nacell Systems Consultancy ......................... 44Northrop Grumman .......................................54Oerlikon .........................................................55Philippine Airlines ..........................................55Pratt & Whitney ...............................................14Qatar Airways ................................................40Raytheon .................................................49, 54Rockwell Collins ............................................26Rolls-Royce ......................................................8Ruag Space ...................................................55Saab ................................................................5Skyguide ........................................................38Sparfell & Partners .........................................16Steadicopter .................................................. 47Tempest ............................................................1Thompson Aero Seating ................................23Turkish Airlines ..............................................40UBS ................................................................ 47UK Military .....................................................34UK Ministry of Defence ..............................1, 49UTC Aerospace Systems (UTAS) ....................46

Boeing CFO Greg Smith (left), Boeing CEO Dennis Muilenburg (center), and Embraer CEO Paulo Cesar Silva celebrate their respective companies’ recent joint-venture announcement.

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Gripen E speeds to service entryby David Donald

Having flown for the first time on June 15 last year, Saab’s Gripen E prototype (air-craft 39-8) is on course with its flight-test campaign, and earlier this month began flying with weapons and stores pylons. The aircraft carried Iris-T air-to-air mis-siles on its wingtips, with four Ruag Aero-structures-supplied underwing pylons, and a fifth on the centerline. The success-ful test paves the way for further external stores trials to be conducted as the air-craft prepares for service entry next year.

While aircraft 39-8 is primarily tasked with aerodynamic and aircraft systems tests, the next two Gripen E test air-craft—39-9 and 39-10—will be mainly devoted to systems trials, gaining features such as electronic warfare system, Link 16 data link, and Leonardo ES-05 Raven AESA radar.

The latter is currently flying in 39-7, a two-seat Gripen that was originally con-verted to serve as a technology demon-strator and is now supporting trials. 39-9 and 39-10 are scheduled to fly “very soon,” according to Jonas Hjelm, Saab’s senior v-p of aeronautics.

Both 39-9 and 39-10 will have many new systems installed, including comput-ers. That the systems have been updated from those of 38-8 so quickly highlights a crucial feature of the Gripen E’s system

architecture, which employs an innova-tive segregated avionics approach that allows non-flight-critical systems to be upgraded without affecting flight-critical functions. This permits rapid integration and validation of new components and capabilities without the need for lengthy recertification testing, in turn reducing development and upgrade times to what Hjelm called “days and weeks, rather than months and years.”

This approach has been adopted to maintain the relevance of the Gripen E throughout its lifetime, per-mitting upgrades to be applied as they become necessary due to threat advances and operational requirements. It also sig-nificantly accelerates the initial develop-ment process.

Other advances that have been made with regard to the program include the opening in May of Saab Aeronáutica

Montagens at São Bernardo do Campo in Brazil, a facility that will make compo-nents for all Gripens, and perform most of the work on the 36 aircraft ordered by Brazil. The Gripen Design and Develop-ment Center at Embraer’s assembly/flight test facility at Gavião Peixoto has also been opened.

There, 120 engineers—mostly Brazil-ians—are mainly working on the Gripen F two-seater, which is now nearing prelimi-nary design review as part of a joint Saab/Embraer/Akaer development program.

The two-seater is being developed with a decoupled aft cockpit so that it can be used for various missions, in addition to conversion training.

The Brazilian industry is playing a major part in development and manufacture of the Gripen E/F. The first 48- by 20-cm (19- by 8-inches) wide-area display from Elbit’s Brazilian subsidiary AEL has been delivered to Saab in Sweden. AEL has also delivered a binocular helmet-mounted display for integration in the Gripen E trials simulator. n

a inon l ine .com \ July 17, 2018 \ Farnborough Airshow News 5

to acquire the capability will be con-firmed by the end of 2020, before final investment decisions are made by 2025. The aim is…to have operational capa-bility by 2035.” Officials from Team Tempest later clarified that no commit-ment has yet been made to build a fly-ing demonstrator in the near-term. “We could do some tests on existing plat-forms,” said BAE Systems air strategy director Michael Christie.

Christie told AIN that the size of the concept on display had been driven by the need for a large payload bay, whether for weapons, sensors or additional fuel. One accompanying illustration showed four small drones in the bay, that could be launched in a “swarm” concept of operations.

The MBDA Meteor air-to-air missile and Spear 3 air-to-surface weapon are on display, but an official from that com-pany said that the ultimate aircraft could carry future weapons from the pipeline of developments already projected by MBDA and the UK Ministry of Defence. They will likely include hypersonic and directed- energy weapons.

Conrad Banks, chief engineer for future defense programs at Rolls-Royce, described advanced engine technologies

that would be incorporated. These include distortion-tolerant fan systems; two embedded starter-generators that eliminate the accessory gearbox and would provide greatly increased and con-tinued electrical power; advanced com-posite materials providing a “step-change” in thrust-to-weight ratio; and a fully-inte-grated thermal management system.

Other characteristics of a future combat aircraft that are illustrated next to the con-cept model or discussed at Farnborough on Monday include a “virtual cockpit”; reconfigurable communications; net-work-enabled co-operative engagement; artificial intelligence and machine learn-ing; “intrinsic ISR”; multispectral sensors fully integrated at the subsystem level; and advanced digital manufacturing processes.

But Air Commodore Linc Taylor, head of the RCO and Team Tempest, noted that a spiral strategy would be employed to leverage existing tech-nologies. “We will re-use what’s good enough already,” he said, adding that this would particularly apply to mission data reprogramming.

His boss, Air Vice Marshall “Rocky” Rochelle, chief of staff for capability and instigator of the RCO, said, “We are working at pace, and breaking traditional paradigms.” He said past lessons about unnecessarily complicated and pro-tracted developments were being learned. While admitting, “We will get some things wrong,” he also accepted, “We should be measured by the outcomes.” n

UK launches ‘Great British Space Age’ UK business secretary Greg Clark launched a government initiative on Mon-day at Farnborough 2018 aimed at stim-ulating what is called the “Great British Space Age.” A proposed vertical space-port, to be built in Sutherland, Scotland, received initial funding of £2.5 million ($3.3 million).

An additional £2 million ($2.65 mil-lion) will go toward developing horizon-tal spaceports across Britain, with sites proposed at Newquay, Glasgow, Prest-wick, and Snowdonia. The UK govern-ment envisions a potential £3.8 billion ($5 billion) contribution to the national economy from commercial space-based operations over the next decade.

“As a nation of innovators and entre-preneurs,” said Clark, “we want Britain to be the first place in mainland Europe to launch satellites as part of our industrial strategy. This will build on our global rep-utation for manufacturing small satellites and help the whole country capitalize on

the huge potential of the commercial space age.”

The Sutherland site was selected for its potential for reaching the most sought-after orbits for vertically launched satellites. The initial funding goes to Highlands and Islands Enter-prise to develop the site, which is antic-ipated to generate “hundreds of jobs.” Clark anticipates first launches in the early 2020s.

According to UK Secretary of State for Transport Chris Grayling, “Today’s announcement is exciting for places like Newquay in Cornwall, too, paving the way for further potential spaceports in future.”

“We have the right geography and a skilled engineering base in aero-space, electronics, and the software industries,” said Alun Cairns, secretary of state for Wales, “standing ready to diversify and flourish in the fast-devel-oping space market.” M.P.

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UK to conquer future of combat

The first Gripen E flew over Sweden’s Baltic coastline during its first flight with weapons pylons installed. It also carried iris-T air-to-air missiles on the wingtip launch rails. The new-generation Gripen is on schedule to enter service next year with Sweden and Brazil.

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HYPERSONIC TECHNOLOGY

THEFUTUREIS BUILTHEREFollow us at Farnborough Airshow @Boeing #BoeingFIA

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Trent XWB hitting its stride, with 500 engines deliveredby Ian Sheppard

Rolls-Royce says its Trent XWB engine—which powers the Airbus A350-900 and

-1000, as the XWB-84 and XWB 97, respec-tively—is now well into production with the 500th-engine mark passed last month. Around 45 operators and four lessors have received A350 XWB aircraft since service entry in January 2015, said Tim Boddy, head of Trent XWB marketing.

The Trent XWB is the sixth member of the Trent family of three-shaft aero engines and is manufactured at Rolls’ facilities in Derby, UK, and Dahlewitz, Germany. “We’ve ramped up rates for the XWB 84 and 97 and now we are beyond five engines a week,” Boddy said, adding that the two-million-flight-hour point has now been reached for the XWB-84 fleet,

“up from one million at the time of the Dubai Air Show last year.”

Rolls said dispatch reliability has been 99.9 percent, with zero in-flight shut-downs. The A350-1000 with the XWB-97 entered service earlier this year and has continued the good record—a relief to the Derby-based company that has been grappling with issues with Trent 1000 engines that power Boeing 787s, leading to many disgruntled operators having to ground aircraft until a fix is installed.

“We have enjoyed the smoothest entry into service of any widebody engine and we continue to see the engine achieving market-leading levels of reliability,” said Gareth Davies, Trent XWB program direc-tor for civil aerospace.

Rolls at FarnboroughChris Cholerton, Rolls-Royce president–civil aerospace, said: “A huge amount has happened in the two years since the last Farnborough Airshow. We have introduced no fewer than four engines to the market—the Trent 1000 TEN, the Trent XWB-97, the Pearl 15, and the Trent 7000, the latter which is making its debut

appearance here at Farnborough, power-ing the Airbus A330neo.”

He admitted the company has “faced some significant challenges, too, nota-bly with our Trent 1000 fleet. We sin-cerely regret the disruption caused by the need for additional checks and maintenance on these engines and we continue to be intensely focused on resolving the issues our customers face. We have now begun certification testing of the redesigned rotor blade for Trent 1000 Package C engines, with redesigns for other Trent 1000 engines following closely behind.”

Turning back to the XWB, Cholerton added, “Our strong position on new wide-body aircraft is driving substantial growth across our civil aerospace business. Cus-tomer feedback on the Trent XWB-84 on the A350-900 has been very positive and the Trent XWB-97 is now powering three Airbus A350-1000 aircraft in service and is doing so with full ETOPs capability.

“The Trent 1000 TEN fleet continues to power a growing fleet of Boeing 787 Dreamliner aircraft and we’re looking forward to the Trent 7000 receiving full certification from the European Aviation Safety Agency (EASA) imminently.”

He concluded that the company’s goal continues to be “achieving more than 50 percent market share in the widebody sector by the early 2020s, up from just 14 percent in 2000.”

In addition to a wide variety of Rolls-Royce powered aircraft on display this week at Farnborough 2018, Rolls-Royce is exhibiting in Hall 4 (Stand 41394) with its focus being on the “IntelligentEngine, UltraFan, and the new Pearl family of engines.” The Pearl launched at the European Business Aviation Conference and Exhibition in Geneva in May, along-side the unveiling of the new Bombardier Global 5500/6500. n


GE still crunching numbers on Boeing NMA’s prospectsby Gregory Polek

Some two weeks after submitting a pro-posal to power Boeing’s New Mid-market Aircraft (NMA), GE Aviation CEO David Joyce continues to reserve judgment on the business case for his company’s participation. Speaking Monday at the Farnborough Airshow, Joyce instead con-firmed that GE and CFM partner Safran have agreed to propose a CFM design, even if the required engine thrust slightly exceeds the 50,000-pound limit the part-nership’s remit would typically allow.

Meanwhile, GE continues to “wrestle” with the size of the market it believes exists for the 220- to 270-seat NMA, a consideration that will largely determine whether or not a dual-source arrangement for engines would be viable (being some-thing airline customers usually welcome).

“The reality is it has to make economic sense,” said Joyce. “I would say we’re still wrestling with what the size of the market is, and that’s a big question because people feel great when you launch, but your share-holders don’t feel great until it’s successful.”

He added, “That program’s got to turn into a program like the GEnx or Leap for us so these big investments come home. And I would say we’re not completely

reconciled right now, but we’ve not done all our homework…We’re working really hard to triangulate on what the market is and what it means, in terms of how many variants they offer on the airplane–and then what does that mean in terms of how we size the engine.”

Although Boeing has said it won’t decide whether or not to launch the NMA until next year, Joyce said he expected some feedback on what he called the first round of proposals before then.

Finally, while two potential engine sup-pliers for the NMA remains a possibility, Joyce did voice a definitive conclusion that GE would not participate in a three-way arrangement. “That’s just a recipe for disaster,” said Joyce.

Joyce downplayed any effects to GE Aviation that might arise from the par-ent company’s decision to spin off its healthcare division and divest its stake in oil services conglomerate Baker Hughes, proclaiming “business as usual.” In fact, he said, “I would say the changes in GE, if anything, unlock more capability out of GE Aviation. I don’t feel any constraints at all relative to what’s happened in the last year. I feel just the opposite.” n

Lessor Jackson Square buys 30 Max 8sAirplane lessor Jackson Square Aviation has ordered 30 Boeing 737 Max 8s, its first direct order with an aircraft manufacturer. The deal, announced Monday morning at the Farnborough International Airshow, is worth $3.5 billion at list prices.

The San Francisco-based lessor is the 100th customer for the Max. Boeing’s order book for the latest-generation 737 line is dominated by the Max 8 model. It is a “very liquid airplane,” said Jackson Square CEO Toby Bright.

As is standard, the order comes with conversion options, but Bright indicated

it is unlikely the lessor will upsize or downsize which Maxs it receives. The Max 8 “seems to be the heart of the mar-ket,” Bright said. Deliveries to Jackson Square will start in 2023 and continue through 2025.

Jackson Square’s portfolio already has more than 180 aircraft, including Max 8s. However, prior to this order, the lessor has acquired aircraft primarily by buying them from airlines through sale-leaseback arrangements or pre-delivery financing. Jackson Square plans to continue pursu-ing those deals, Bright said. D.C.

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Rolls-Royce’s Derby, UK factory is finding its rhythm with XWB production, having recently completed the 500th example of the sixth member of the Trent family.

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Garmin debuts its new fighter cockpit ‘experience’ by James Wynbrandt

Garmin International is debuting at Farn-borough International Airshow 2018 a fighter jet cockpit experience that show-cases the U.S. company’s integrated flight deck technology. The cockpit simulator includes a large high-definition smart dis-play, dual Garmin touchscreen control-lers, and integrated mission controllers that can combine flight and mission data. It also showcases the seamless interface between the integrated flight deck and L3’s ForceX Widow mission computer, which provides the mission data, includ-ing weapons and targeting information.

Trevor Pegrum, Garmin’s manager for EMEA sales and marketing, and L3 senior field service engineer Joseph Bor-rell noted that the system has already been selected for three platforms: Tex-tron AirLand Scorpion; the Diamond DART 550 turboprop aerobatic trainer,

which is making its world debut at FIA; and by U.S. company Tactical Air Sup-port (TacAir) as a retrofit for F-5 fighters used as adversary platforms for military pilots’ combat training.

Garmin (Hall 3, Stand 3400) is also showcasing its new compact head-up dis-play (HUD), introduced at the European Business Aviation Conference and Exhibi-tion in May 2017. Combining the projec-tor and video generation computer into one compact unit, it offers reduced size and weight over traditional HUDs and is available as an option for Cessna’s Cita-tion Longitude super-midsize business jet.

Additionally, the company is displaying its commercial-off-the-shelf (COTS) scal-able integrated fight displays, standalone avionics and flight technologies devel-oped for the business aviation, air trans-port, and defense markets. The integrated

flight deck technology can be tailored to accommodate specific operations, mod-ified for a variety of aircraft types, and configured for individual aircraft cockpits.

The night vision goggle–compatible solutions display primary flight infor-mation in a consolidated, easy-to-read format alongside terrain, ADS-B and TCAS traffic, weather and more on large, high-resolution displays. The company is

also demonstrating the optional wireless integration and connectivity between the flight deck and mobile devices.

Additional COTS solutions being shown include Garmin’s range of air data comput-ers and transponders—all capable of seam-lessly interfacing with a variety of mission systems, and hardened to meet harsh oper-ational and environmental stresses to meet mission requirements. n

A&D industry revenues rise in tandem with defense spendingby Dan Catchpole

Greater defense spending, increasing productivity, and industry concentration helped drive the global aerospace and defense (A&D) industry’s revenues up by 2.7 percent to $685.6 billion in 2017. However, that rate lagged the 3.1 percent expansion of the overall worldwide econ-omy last year, according to Deloitte’s 2018 report on the global A&D industry’s finan-cial performance.

Defense spending growth in 2017 outpaced that of commercial aerospace spending, not to mention the aforemen-tioned general global average. Defense sector revenues for the top 100 A&D com-panies grew by $13.4 billion, a 3.9 percent increase, for a total of $361.5 billion. That compares to commercial aerospace reve-nues, which added $4 billion—a 1.2 per-cent increase—for a total of $323.1 billion.

A drop in widebody jetliner deliveries in the U.S. contributed to the sluggish growth for commercial aerospace, according to Deloitte. However, airplane makers and

their suppliers will be kept busy producing the roughly 38,600 new jetliners expected to be delivered over the next 20 years.

The average core operating margin of commercial aerospace companies hit 11 percent in 2017, up from 9.5 percent the prior year. That is on par with defense com-panies’ 11.2 percent core operating margin.

OEMs, as well as the electronics and pro-pulsion segments, drove the A&D indus-try’s $18.3 billion growth in revenue last year. OEMs led the way, with a $5.6 billion rise in revenues, followed by increases at electronics suppliers of $4.7 billion and the propulsion segment of $3.2 billion.

Boeing led A&D companies in terms of free cash flow (FCF), a key metric count-ing cash generated from operations after capital expenditures. Across the industry,

FCF jumped 26.2 percent, from $40.7 billion in 2016 to $51.3 billion last year. Boeing recorded $11.6 billion in FCF, fol-lowed by Lockheed Martin with $5.3 bil-lion, and Airbus Group with $4.2 billion. Those three companies accounted for 41 percent of the industry’s free cash flow, indicative of ongoing concentration in the A&D industry, the report noted.

With $239.6 billion in revenues, U.S. defense companies considerably out-paced their European competitors, which recorded $95.8 billion in revenues. Nota-bly, greater defense spending in the U.S. helped the American sector grow at a faster clip. U.S. defense companies posted a 4.5 percent year-over-year uptick in rev-enues last year, compared to 2.6 percent for European defense companies. n


Leonardo intros sensor systemHaving already developed its SAGE system to provide electronic surveil-lance measures/intelligence (ESM/Elint) capability, Leonardo has unveiled a new sensor system known as Spider. The new system gathers communica-tions intelligence (Comint) and, when combined with SAGE, forms a full sig-nals intelligence (Sigint) system.

Named on account of its eight anten-nas, Spider intercepts and analyzes enemy communications in real time. This data can be exploited to monitor hostile intent, while a geolocation func-tion permits location of enemy units and the tracking of their movements.

Leonardo (Outdoor Exhibit L1) has packaged the system into a pod measuring 1.5x0.5x0.5 m that can be installed in an underbelly location. The system is lightweight, with the antenna array weighing just 20 kg (44 pounds), permitting its installation on a range of platforms, including MALE UAVs. When partnered with SAGE both systems use a single graphical user interface. The display can show dedicated Comint and Elint displays, or combine the two into a single integrated Sigint picture.

Spider has been developed in the UK and has already undergone trials on Leonardo’s Piper Navajo testbed. The company said that the system could be ready for delivery sometime next year. D.D.

In 2017, defense spending growth outpaced commercial aerospace spending. Overall, defense sector revenues for the top 100 A&D companies increased by 3.9 percent to $13.4 billion.

Garmin International’s fighter cockpit simulator features dual Garmin touchscreen controllers, as well as a seamless interface between the integrated flight deck and L3’s ForceX Widow mission computer.

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U.S. nixes EU airframer deliveries to Iranby Charles Alcock

The U.S. government has rejected an appeal by the European Union (EU) to allow some exemptions to economic sanc-tions against Iran that the Trump Adminis-tration imposed in May when it unilaterally pulled out of the 2015 international agree-ment on Iran’s nuclear programme. The decision, confirmed in a letter signed by U.S. Secretary of State Mike Pompeo and Treasury Secretary Steven Mnuchin, blocks efforts by European airframers ATR and Airbus to deliver new airliners ordered by Iran Air after earlier sanctions were lifted.

On July 2, ATR applied for an export license from the U.S. Treasury Department’s Office of Foreign Assets Control to allow it to resume deliveries of 20 ATR72-600s ordered in 2016. The manufacturer had delivered eight of the twin-turboprop regional airliners before the U.S. reimposed sanctions.

Airbus also holds an order from Iran Air for 118 aircraft, including 73 widebodies and 45 narrowbodies. The contract, signed by then French President François Hollande and Iranian President Hassan Rouhani in January 2016, also included pilot and main-tenance training, as well as support services. To date, only three of the aircraft covered by the deal have been delivered to Iran.

Boeing is also missing out on around $3 billion worth of business, with Iran Aseman Airlines’ order for thirty 737 Max airliners now scuppered by President Donald Trump’s policy reversal. Russia, whose president Vladimir Putin held talks with Trump in Helsinki on Monday, has made it clear it will be glad to supply Iran’s airlines with alternative equipment such as the Superjet SJ100 narrowbody.

In the U.S. government letter, released on the eve of this week’s Farnborough Air Show, Secretary of State Mike Pompeo said the appeal had been rejected because the U.S. is seeking to exert maximum pressure on Iran. He indicated that the U.S. might grant exemptions to the sanctions if they are deemed to benefit U.S. national security.

Over the weekend, President Trump said he considers the European Union to be a “foe” of the U.S. In recent days, he has clashed with European leaders over issues such as trade tariffs and NATO- related defense spending.

Foreign companies face significant financial penalties if they are found to have breached U.S. sanctions on Iran. Air-bus’s manufacturing facilities in the U.S. add extra potential leverage for the U.S. government over the European aircraft manufacturer. n


Embraer predicts strong airliner growthby James Wynbrandt

Global sales of new airliners with up to 150 seats over the next 20 years will total 10,550 units worth $600 billion, according to Embraer’s new market out-look. Embraer (Outside Exhibit 6) esti-mates market growth will drive almost two-thirds of this expansion, while the remainder will be needed for aircraft replacements, bringing the in-service fleet to 16,000 aircraft from the current 9,000.

Regional growth outlooks vary consid-erably, according to the report, with the up to 150-seat segment forming “an ever more integral part of the global air trans-port ecosystem.”

The Asia-Pacific region will lead the demand, accounting for 3,000 (28 per-cent) of the anticipated deliveries, closely followed by North America with 2,780 (27 percent). Europe is expected to take 2,240 (21 percent) and Latin America will absorb 1,140 (11 percent). Deliveries in CIS (1,140, 6 percent), Africa (450, 4 percent) and the Middle East (360, 3 percent) will make up the remainder.

According to Embraer, “Aircraft in the up to 150-seat segment is one of the main pillars of business sustainability, and the

segment’s new product lineup, including the company’s E2 series and the Airbus A220 family (née Bombardier C Series), “chal-lenges the paradigm that smaller aircraft necessarily have higher cost per available seat kilometer,” said Embraer Commercial Aviation president and CEO John Slattery,

“and now approach the seat cost economics

of larger narrowbody aircraft with roughly 20 percent trip-cost advantage.”

Embraer published its first market outlook in 2004, and they are based on a traffic demand forecast for the evolution of revenue-passenger kilometers and an aircraft demand forecast from 30-seat turboprops to widebodies. n

European airframers such as ATR and Airbus cannot deliver new airliners that were ordered by Iran Air after earlier sanctions had been lifted. Unrealized deliveries include 20 ATR-600s, 46 A320s, 38 A330s, and 16 A350XWBs.

Embraer’s market outlook predicts global sales of new aircraft in the 150-seat segment, such as its E2, will equal 10,550 units worth $600 billion over the next 20 years.

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P&W Military Engines focuses on cutting costsby Chris Kjelgaard

Buoyed by what Pratt & Whitney exec-utives see as the company’s best-ever period for business growth and having recently won a $2 billion contract to build 135 more F135 engines for the F-35 Light-ning II fighter program, P&W Military Engines has unveiled a raft of initiatives aimed at slashing the sustainment costs for its in-service powerplants and cut-ting in half the cost and time required to develop new engines.

Matthew Bromberg, president of P&W Military Engines, said that with some 7,000 military engines—more than half of which are F100s powering fighter air-craft such as the F-16—and 8,000 military auxiliary power units in service through-out the world, the company saw a need to establish a dedicated military-engine sustainment organization. It recently did so under the leadership of Kevin Kirk-patrick, an engine-sustainment expert whose expertise in the area comes in part from experience he gained working in the P&W Commercial Engines sustainment business.

As senior v-p of sustainment for P&W Military Engines, Kirkpatrick has intro-duced three initiatives that Pratt & Whitney believes can together improve military-engine maintenance, repair, and overhaul (MRO) turnaround time for its customers by 30 percent as the new pro-grams mature.

One is the creation of a $2 billion inventory of military-engine spares that will be made available to customers on an off-the-shelf basis to go part-way to solving the problem that the military

“contracting cycle is slow,” particularly for spares provisioning, said Bromberg. Second is an MRO-management digi-talization initiative that P&W calls the Digital Depot. Third is a military engine fleet-management program MRO-man-agement structure that the company calls Fleet Command.

While establishing the $2 billion shelf holding of spares is a significant invest-ment for P&W Military Engines, “We’re loading material we know we’re going to sell,” said Kirkpatrick. The investment

“is a number that’s required to keep them [the customers] flying and a number that applies across the board to [P&W Mili-tary Engines] international customers” in addition to its major U.S. customers. The amount also “allows us to go out five years or more, depending on the supply base,” in ensuring adequate spares provisioning

for customers’ replacement requirements. As part of the initiative, P&W Military Engines is working with the U.S. Defense Logistics Agency and U.S. Air Force “to do some more commercial-like contracting initiatives” in an attempt to speed up the military contracting process for spares, Kirkpatrick said.

The Digital Depot and Fleet Command initiatives are complementary. Fleet Command is an effort by P&W Military Engines to collect all of the engine condi-tion monitoring data its engines produce in operation and analyze the accumulated data for each engine type to allow P&W to provide its customers with predictive maintenance information and also to pro-vide them with MRO services on an air-line-type fleet-management basis across their entire fleets of P&W engines.

“We have been tracking data off our engines for a decade,” said Bromberg.

“The F135 collects 20 times more data per flight than previous engines.” Having so much condition and performance data available from each engine every time it flies makes predictive maintenance on a fleet-wide basis possible and makes a fleet-management program a logical, effi-cient way of managing MRO scheduling throughout the fleet.

By digitizing many other forms of engine condition and MRO data obtained during the MRO process, the P&W Mili-tary Engines Digital Depot initiative will also allow P&W to provide its customers with predictive-maintenance advice and information. “It gives us a bunch of data and helps us look at predictive mainte-nance a long time in advance,” said Brom-berg. “We have some very real, near-term actualities which might be smaller but are [happening] right now.”

One Digital Depot project launched by P&W Military Engines in June with the F135 Heavy Maintenance Center at Tinker Air Force Base in Oklahoma City is a program to develop a paperless MRO records system. A second proj-ect recently launched by P&W Military

Engines at the F135 Heavy Maintenance Center is creating digital scans of every blade and vane airfoil in every U.S.-oper-ated F135 engine. These digital scans will let maintenance inspectors know what needs attention on any given airfoil in an engine on which MRO is being per-formed, according to Bromberg.

GatorWorksAnother major initiative P&W Military Engines has launched is GatorWorks, a new unit set up outside Pratt & Whitney’s mainstream business and R&D opera-tions with a specific remit to cutting by half both the cost of developing a new military engine—or a project that forms part of the engine’s overall development—and the development time required.

Bromberg said that prompted by the U.S. Department of Defense, P&W rec-ognized its biggest military customer needed more agile, quicker-reaction engine development capability than the traditional 20-year development cycle can provide. P&W also knew the template for such a capability has long existed—for 75 years, in fact, in the form of Lockheed Martin’s famous Skunk Works rapid-innovation, rapid-develop-ment unit. It appears hardly coincidental that P&W regards its first adaptive-cycle project as having been the J58 turbojet engine’s variable-position inlet cone, the J58 being the engine P&W developed in the late 1950s for the Lockheed A-12 Oxcart and SR-71 Blackbird, two of the Skunk Works’ most innovative and most famous development products.

Employing fewer than 100 people in what Bromberg said is a small organi-zation with a team-development ethic, the GatorWorks operation is located in a separate facility near or in the grounds of P&W’s vast production and engine-testing facility about 10 miles northwest of West Palm Beach, Flor-ida. (The Skunk Works connection was responsible for P&W setting up its West Palm Beach operation in the first place:

P&W established the facility in the 1950s to test the J58 engine and located it deep in the Everglades, a long way from any areas of habitation, because of the enor-mously loud noise the engine made in the open air.) P&W decided to locate the aptly named GatorWorks operation in the West Palm Beach area so that it could leverage the considerable indus-trial base established there over the years by P&W and various suppliers, according to Bromberg.

P&W has established GatorWorks to use intra-P&W or external suppliers, whether existing or new to the company, to obtain the maximum in cost and tim-ing efficiencies from commercial-enter-prise capabilities in rapid prototyping (particularly additive-manufacturing), iterative design, procurement, and test-ing, in developing and testing new engine designs or parts of new engines.

Unlike the way a traditional engine design and development organization is managed, P&W is requiring GatorWorks to meet a set of development milestones by defined deadlines for each project on which it is working. If GatorWorks fails to meet a deadline on any development milestone for a project, P&W will not fund that project any further but instead will have GatorWorks move on to a new one. GatorWorks was established last year with four projects to accomplish initially, with P&W selecting the four from an ini-tial list of 10 proposed projects.

Characterizing the secure-facility GatorWorks operation as a driven team

“working in a garage,” Bromberg said P&W gave the unit only three operat-ing rules: 1) Make use of any element of P&W’s intellectual property required; 2) Don’t hurt anyone; and 3) Don’t break any laws. P&W invested “a significant amount of money, but small to Pratt & Whitney [investment] overall” to estab-lish GatorWorks and set up its four initial projects, said Bromberg. “It’s sig-nificant enough money to get the proj-ects moving along.” n

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One key to success in reducing operating costs for Pratt & Whitney’s F135 engine is its capacity to store and transmit performance data in real time. Its data tracking capability is 20 times that of previous engines. The company recently won a contract to build 135 more of the F-35 powerplants; a deal worth $2 billion.

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Boeing seeing steady progress with 777Xby Gregory Polek

Engineers have attached the first fuselage barrels for the first two Boeing 777-9s—the static test airframe and the first flight test example—and moved them into systems installation, the company reported late last month, and the first pair of wings have emerged from the horizontal build line (HBL) at the company’s widebody plant in Everett, Washington. Scheduled to com-plete the static test airframe by the end of the year, Boeing has moved the wings for the larger of the two 777X variants into laydown and systems installation, while at the 1.3-million-sq-ft composite wing center (CWC), the company has now begun fab-ricating wings for the fifth airplane. So far, Boeing has sent four sets of wings out of the CWC and into spar assembly.

The company has now completed 98 percent of its engineering releases, leaving

“very few left to do,” according to a company spokeswoman, who reported the remain-der involves mainly systems. In the factory, Boeing has completed the static test rig in Everett, and now is loading it with all its test equipment, while the fatigue test rig has reached the halfway point of construction.

Meanwhile, the airplane’s folding wing-tips have arrived from their production site in St. Louis for the static airplane and the first flight-test article. One of the airplane’s most visually distinguishing characteristics, the 12-foot-long folding wingtip will allow regulators to classify both airplanes as Code E, meaning they’ll fit into the same size parking space the 777-300ER now uses. The Airbus A380, conversely, operates as a Code F airplane, significantly limiting the number of air-ports it can use.

In Everett, Boeing has begun con-struction of the second autoclave, scheduled to move into the CWC “later this year.” Now housing a single auto-clave, the CWC will eventually need three to reach full rate. For spar pro-duction, Boeing has erected two fabri-cation cells, allowing it to build a front and rear spar simultaneously. While the CWC also makes composite panels, skins, and stringers—86 of which go into each wing—the wing’s aluminum ribs are made in other Boeing facilities.

At Boeing’s Seattle-area test facility, the

company has completed more than 20 labs and has entered the lab-testing phase. One of the labs, called the integrated test vehicle (ITV), covers 12,000 sq ft and took about three years to complete. It tests all of the hydraulics and actuators, as well as folding wing operation, flaps, landing gear, and various other items. Also in the test building sits what Boeing calls Airplane 0, which took 33 months to complete. It began testing avionics and systems inte-gration in March. Covering 11,000 square feet, it includes all of the avionics boxes, 55 bays of equipment, and 3,700 instru-mented cables.

During a visit to Boeing’s Seattle-area facilities in late June, the company showed reporters the program’s engineering cab, or E-cab, which simulates a 777X flight deck in a test environment. The E-cab, which began testing in April, contains all the hardware and controls that pilots will use in a real airplane, including the five 8.5-inch-by-11-inch displays used in the 787. The 777X displays, however, fea-ture touchscreen controls. Other 787 ele-ments include large-perspective primary

flight displays, extending the view beyond the speed tape and altitude tape. In the E-cab, a pair of optional Rockwell Collins head-up displays (HUDs) feature syn-thetic vision—something not available in the 787.

The layout of the center-aisle stand and the overhead looks much like those of the 787, which engineers purposely designed to mimic the so-called “gold standard” of the 777-300ER. Now, designers have taken the technology developed for the 787 and are “backfilling” it to the 777X. Other fea-tures taken from the 787 include a GLS and integrated navigation performance scales.

Meanwhile, engineers have simplified the center-aisle stand through multiple capabilities in its tuning control panel, which incorporates the functions of a weather radar head panel and a federated TCAS panel. Those functions also feature prominently in the 787.

Overhead, designers aligned all of the panels and systems in the same config-uration used in the 787 and 777-300ER. Of course, the 777X includes a wingtip autofold switch, which controls the sys-tem that allows the wings to fold on their own after landing.

Featuring 105,000-pound-thrust GE9X turbofans and structural improve-ments to the fuselage that will allow for a 6,000-foot cabin altitude, the airplane remains well positioned to meet Boeing’s 2020 entry-into-service target, according to the company.

The largest commercial engine ever developed, the GE9X features a front fan diameter of 134 inches, a composite fan case, and 16 carbon-fiber composite fan blades; a 27:1 pressure-ratio, 11-stage high-pressure compressor; a third-genera-tion TAPS III combustor for high efficiency and low emissions; and CMC material in the combustor and turbine.

For the fuselage, after much delibera-tion, Boeing chose to retain the aluminum design, while still incorporating not only a lower cabin altitude but also higher humid-ity levels and larger windows. Boeing’s familiarity with the legacy 777 allowed it to create an environment comparable to what passengers enjoy in the all-composite 787, according to the company. n


After much deliberation, Boeing opted for an aluminum fuselage over composites for the 777X. But with experience gained from the legacy 777 program, the U.S. airframer says it is able to provide the developmental twinjet with cabin altitudes, humidity levels, and window size comparable to those on the all-composite 787 Dreamliner.

Sparfell & Partners to advise Aerion Sparfell & Partners has been named a sales consultant for Aerion’s in-development AS2 supersonic business jet. The Mach 1.4 jet is expected to seat 12 passengers while saving travelers up to three hours across the Atlan-tic and five hours across the Pacific. Aerion is planning to fly the AS2 in 2023 and achieve certification in 2025.

“We are aligning with the leading names in aircraft sales and service. Sparfell & Partners has a well-deserved reputation in Europe

and throughout the world for its acumen and the level of service it provides its clients, and also for its knowledge of the business aviation market up to the largest VVIP air-craft,” said Aerion chief commercial officer Ernest Edwards.

Aerion has teamed with GE for engines and Lockheed Martin for production and engineer-ing of the jet. “It’s our business to understand technical progress in corporate aviation. We’re persuaded that Aerion, with the involvement of GE and Lockheed Martin, will be first to market with a supersonic jet. And we intend to be first with them,” said Philip Queffelec, chairman of Sparfell & Partners. A.R.

At EBACE 2018 Aerion teamed with Sparfell & Partners for AS2 sales. From left, Ernest (Ernie) Edwards, Aerion chief commercial officer; Philip Queffelec, chairman, Sparfell & Partners; Brian Barents, executive chairman and chief executive officer, Aerion, and Christian Hatje, Sparfell & Partners CEO.

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CFM steps up to boost Leap productionby Chris Kjelgaard

Ten years after it launched the Leap engine program at the Farnborough International Airshow in July 2008, CFM International (Outside Exhibition 21-22) expects deliveries of Leap powerplants to catch up with the company’s original delivery schedule in the fourth quarter of 2018. Production continues to ramp up to what, by 2020, will be the highest rate ever achieved for any commercial turbo-fan engine.

Acknowledging to AIN that as of mid-June Leap deliveries were still “four to five weeks behind schedule,” Gaël Méheust, CFM International’s president and CEO, added that “with the current flow of deliv-eries, the plan is to catch up in the fourth quarter…the catch-up point will be in 2018.” He noted that, with Leap, “CFM is in the process of performing an unprec-edented ramp-up.” The joint-venture company will have produced more Leap engines after five years of production than it had in 25 years for the CFM56—its first engine family, according to Méheust.

He said the main reason for CFM fall-ing behind its Leap-1A delivery sched-ule to Airbus and its Leap-1B delivery commitment to Boeing—a slippage that earlier this year saw the joint-venture company delivering Leap engines to the two airframe OEMs as much as six weeks behind schedule—has been variation in the quality of castings and forgings pro-vided to CFM by its suppliers. Citing this as the remaining key pacing issue in Leap production, he said that CFM’s castings and forgings suppliers “are now curving to more nominal” production quality and the quality of the parts they are delivering is continually improving. This is allowing CFM to deliver more engines each week.

“I can tell we will be back” on schedule by later this year, said Méheust, adding that, unlike CFM’s Leap-production experi-ence of vendor-supplied, traditionally

manufactured castings and forgings, “the quality of all the new-tech parts is nom-inal: the [carbon-fiber composite] fan blades, the [ceramic matrix] composites, and the additively manufactured parts are all working perfectly.”

Méheust also cited CFM’s Leap pro-duction strategy as a reason deliveries of its new engines have fallen behind schedule. Knowing years in advance that the Leap engine would sell in large num-bers because of the strong sales success almost instantly achieved by the Airbus A320neo and Boeing 737 Max families it powers, CFM designed Leap production to be very robust and to offer no single

manufacturing choke point that could seriously hurt the production rate. It did so by selecting multiple suppliers—inter-nal and external—for every critical part in the engine, although many of the suppliers CFM chose as vendors to the Leap pro-gram were new to the company. Like CFM itself with Leap production, “these suppli-ers are also on a learning curve, and that has created some disturbance in produc-tion,” he admitted. However, by later this year, “the ramp-up will be at full speed and all the suppliers will be at full speed too.”

CFM56 SuccessAnother factor that has hindered CFM in being able to catch up to its contracted Leap delivery schedule has been the com-pany’s continuing, but rather unexpected, sales success with its long-serving CFM56 engine family, which has been built in far greater numbers than any other commer-cial turbofan engine in history. “The one thing we didn’t anticipate was the level of production of CFM56s” this year, said Méheust. “It’s a nice problem to have…[but] it is creating tension” between the two engine-production programs. “We have production capabilities competing:

we were supposed to ramp down the CFM56 as we ramped up the Leap.”

The continuing sales success of both the CFM56 and the Leap—CFM had accumu-lated orders and commitments for 16,300 Leap engines by mid-June, and to date has sold about 35,000 CFM56s—and the continuing rapid production ramp-up of the Leap will make this year a banner year for the GE-Snecma joint venture, on two counts. One is that in 2018 annual Leap production will exceed annual production of the long-running CFM56 family for the first time: CFM expects to produce more than 1,100 Leap engines this year, having assembled 460 in 2017—plus about 1,050 CFM56s. Second is that this year CFM will break the annual commercial-turbo-fan production record of around 1,900 engines—a record CFM itself achieved last year by beating its own 2016 record. The company will have produced more than 2,100 engines this year, an increase of more than 10 percent over 2017.

After this year, production of the CFM56 will drop off markedly, according to Méheust, as the Boeing 737 Max sub-stantially replaces the 737NG family on Boeing’s assembly lines, and the A320neo family largely replaces the A320ceo on the Airbus lines. However, CFM is planning to increase Leap production to at least 1,800 engines in 2019 and to increase it further to more than 2,000 engines in 2020. This will ensure that CFM’s over-all production will total well over 2,000 engines in any given year throughout the foreseeable future. At this point, CFM has about an eight-year production backlog for the Leap engine family, even at CFM’s 2,000-a-year expected production rate from 2020 onward, said Méheust.

CFM also makes the Leap-1C engine for China’s Comac C919 new single-aisle commercial jet, which Comac hopes to certify in 2020 and which is slated to enter commercial service in 2021. This provides another pleasant problem for CFM: the C919 has accumulated orders and commitments from Chinese carriers for some 1,200 aircraft to date, a total that represents at least 2,400 Leap engines to be built by CFM. But while Méheust acknowledges that the C919 is becoming a commercially significant program, he declined to comment on CFM’s potential production arrangements from 2021 for the Leap-1C—which is internally identical to the Leap-1A but different externally.

“We haven’t yet decided on our 2021 production plan,” said Méheust. “We have time [available] for it and we don’t want to distract our team from the challenge of 2,000 engines [a year by 2020]. Right now our focus is on the commitment we made to our customers and to succeed in the most challenging ramp-up ever seen in commercial aviation. We’re very con-fident that after 2020 we will be able to adapt ourselves to whatever the require-ment of the market is.” As for ramping up production of Leap-1C engines, he said,

“We have no worries in our ability and that of our supply chain [to handle it].” n


Citing what it calls “an unprecedented ramp up” to support surging airliner sales at Boeing and Airbus, CFM International says it is confident it can catch up with current backlogs for its Leap engine family.

Boeing’s 737 Max airliners are powered by CFM’s Leap engines. In anticipation of the production surge, CFM planned a robust supply chain to be devoid of single choke points.

[With Leap] CFM is in the process

of performing an unprecedented ramp-up.”

— Gaël Méheust, CFM International president and CEO

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Aerospace supplier J W Kane is embracing opportunities by Ian Sheppard

Portadown (Northern Ireland)-based machined forgings specialist J W Kane

“started as a small supplier to Bombar-dier,” and now supplies programs such as the F-35, machining parts from forg-ings using complex six-axis CNC (com-puter-numerically controlled) machine tools, Damian McArdle, managing direc-tor, told AIN.

McArdle believes Northern Ireland has been a “microcosm” of what has hap-pened in places like India where the coun-try has developed its aerospace industry on the back of offsets, with Invest NI the catalyst in Northern Ireland. “It has enabled us to create a footprint and to grow beyond Bombardier to other aero-space companies,” said McArdle.

He said J W Kane’s business processes have benefitted from working with and for Bombardier, maturing and allowing it to grow with help from Invest NI. “It’s given us the opportunity to go out to the world,” while also performing at a level where it can cope with competition.

“We’re constantly at risk from low-cost manufacturers, e.g. from Asia. Multina-tionals need local suppliers that can grow and perform at a world-class level…We have to be ahead of the game to be on new programs—[though] we are focused on supporting the Global 7000 and the C Series.

“Now we have gone out to try to build relationships into the Airbus and Boeing supply chains. Our greatest success has been with Magellan, and with GE, Spirit, and most recently Safran of France. Bom-bardier is still our largest customer, but we’ve managed to create some really solid traction in building a relationship with Safran…when companies come here they see the complexity and see our engineering capability…the [low-cost producers] just can’t compete with our knowledge base.

“Safran saw this and decided to give us a trial run,” he said. “They gave us the most complex problem they had,” the front frame for a Rolls-Royce Trent 700

nacelle. Three years since the first meet-ing with Safran, and the relationship is going well, he said, with the company producing more complex parts, such as a thrust reverser slider for the nacelles of GE CF34s that power Embraer airliners.

McArdle admitted excitement at Air-bus buying into the Bombardier C Series.

“The C Series moving to Airbus presents a new opportunity for us. It’s a different world, on a different scale.”

J W Kane was set up by James Kane in 1984 (the founder died in 2014), but the

company is now owned by the James Kane Foundation, McArdle explained. “The principal aim of the charity is to develop talent and jobs in Northern Ireland, allow-ing it to compete on a global scale.”

The company’s turnover is now around $15 million, but McArdle said,

“Our objective is to grow it to $25 mil-lion over the next three to five years and exploit the technology footprint, especially the complex machining developed on the Safran [nacelle door] hinge and latch.” n

J W Kane managing director Damian McArdle has seen the company’s footprint expand well beyond its modest beginnings with Bombardier.

Mecaer Aviation Group (MAG) is a leading international provider of fully-integrated flight control and landing systems for both commercial and military rotor and fixed wing aircraft.

MAG’s flight control and landing gear systems, including shock struts, rolling stock, retract actuation, braking system and cockpit controls, have been selected by major OEMs worldwide.

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including test seats. In 2011 we had 18 peo-ple and now we have over 1,000,” said Mont-gomery. “And the order book is now over five years, with 2019 full and we’re nearly

full for 2020.” On the Boeing 787 and Air-bus A350 the company has won 20 percent of orders for seating, he estimated.

He added that the company has started on plans to build a new factory in Northern Ireland, allowing it to go up to 8,000 seats a year. “We use a lot of local suppliers. Kane’s does quite a lot of work for us.”

The current industrial footprint covers 20,000 sq m across four sites located in

the Portadown and Banbridge areas and includes “full design, engineering, manu-facturing, and R&D capabilities.”

The company stated, “Highlights from 2017 included delivery to Delta Air Lines of the new Vantage XL Suite on Thompson’s first Airbus A350. The ‘all-suite cabin’ with sliding privacy doors was an industry first, winning the Crystal Cabin Award at the Hamburg Aircraft Interiors Expo.” n

Thompson Aero Seating is a huge success story for Northern Ire-land’s aerospace sector, cornering a fair chunk of the market for busi-ness and premium cabin seats on airliners around the world.

Gary Montgomery, CEO, told AIN that founder James Thomp-son was “a bit of an inventor” who used to work for B/E Aerospace (which acquired Aircraft Furnish-ing Limited for £7 million [$9.25 million]in 1993. B/E is now part of Rockwell Collins). Initially, Thompson got paid for work on Emirates A380s, based on intellec-tual property rights for his design. What he offered was a “lie-flat” seat design that was staggered so den-sity wasn’t compromised. Work for Delta Air Lines followed and then British Midland (then part of Lufthansa). “Delta helped us a lot, when they went to Boeing to buy aircraft they said they wanted Thompson seats,” he recalled.

Montgomery said that when he joined in 2009, there were issues with the seats, but once the issues were resolved the company con-tinued to get sales, with the likes of Swiss and American Airlines placing orders. Montgomery

“went out and found an investor, a local guy” to help fund growth.

“He was absolutely what the busi-ness needed.” The firm was sold to China’s AVIC in December 2016.

The AVIC acquisition tied in with orders from China Southern and China Eastern, while Malaysia Airlines, Philippine Airlines, and others also came along as Asia opened up. On the day AIN visited Thompson’s factory in Portadown, a team from EVA Air of Taiwan was visiting “looking at their new seat.” Meanwhile, JetBlue has fit-ted approximately 40 aircraft with Thompson seats in an order “that opened the door at Airbus for us,” Montgomery said. “We have a full team in Airbus and we are build-ing one in Seattle.”

“All the airlines want something different,” Montgomery noted,

“The big seat manufacturers offer no differentiation and long lead times. The market wanted cus-tomization, so we offer it.”

At present all its seats are for twin-aisle Airbus and Boeing types, although he said “there’s a lot of interest in the C Series” from entities exploring all-busi-ness-class seating.

“We’ll sell around 3,000 seats this year and make around 4,000,

Thompson Aero Seating fills custom needs | by Ian Sheppard

GKN Aerospace puts focus on post-takeover ‘blueprint’by Bernie Baldwin

With a lengthy battle over its ownership now settled, GKN Aerospace (Chalet G1) arrives at Farnborough with its strategic direction firmly in place. According to the company’s CEO, Hans Büthker, new owner Melrose Industries is “committed to the blueprint” put in place before the takeover went through.

The CEO said that the previous disquiet among some clients about the change of ownership has been put to bed. “We’ve had all kinds of discussions with key customers, introduced Melrose people to them, and the situation calmed down,” reported Büthker.

“The whole GKN Aerospace team is in place, which means we are a standalone aerospace business. For example, I report directly into Melrose as there is no ‘plc’ anymore.”

That standalone business has a sales split, by discipline, of 49 percent in aero-structures (worth £1.8 billion/$2.4 billion in 2017), 37 percent in engine systems (worth £1.3 billion last year), and special technologies accounting for 14 percent (£500 million). “We’ve gone from £680 million in sales in 2006 to £3.46 billion in 2017,” observed Büthker, who noted that the growth has been aided by judicious acquisitions such as Volvo Aero and Fok-ker. The split by market is currently 72 percent commercial to 28 percent defense.

“Our clients’ book-to-bill ratios sur-prised us in 2017. It was an extremely good year for our key customers,” Büth-ker said. He added that the company is prepared for the production increases those customers are proposing, especially for single-aisle aircraft.

The strong year in 2017 for GKN Aerospace’s customers has helped it to expand its global footprint, particularly in Asia. The latest investment in Asia, announced here at Farnborough, will be a new aero engine component repair and research facility in Johor state, Malaysia. The development is being supported by

the Malaysia Investment Development Authority (MIDA), which played a key role in the choice of location for the center.

The new facility, which is scheduled to open in 2019, will service fan blades and disks from commercial aero engines. The research capabilities also being planned will be used to develop new technolo-gies and apply them to the MRO product offerings. The center will open with a staff of 150 people, eventually growing to a full complement of 300.

Investment in the FutureNaturally, investment in research and technology continues, particularly in the field of advanced composites, as Russ Dunn, senior vice president, engineering and technology, explained: “We’re look-ing to see how far we can push these in the future, both in engines and airframes.

“In dry-fiber handling and infusion, we’re now partnered on a program with Airbus with new deposition techniques specifically focused on the next gener-ation of spars for a high-rate product,” reported Dunn. “In that program, we’re looking to combine how to use, even bet-ter, the advantages that composites give us from a strength point-of-view, and how we do it at a really high rate and quality.

“One area where I think we can clearly say we are the world leader is in large-scale deposition,” Dunn continued. “A good example is the fan-case mount ring, which will be on display at the show,” he told AIN.

“Look at the scale of this and it blows away anything else. The process used for this significantly reduces the cost of manufac-turing. Traditionally you would have taken a large block of material and formed it with enormous presses. Then you’d machine 90 percent of the material away.

“With additive manufacturing, you’d take a thin sheet and you’d deposit almost all of the material. We’ve taken that all the

way through to TRL [Technology Readi-ness Level] 6 and we are now at produc-tion standard,” Dunn confirmed.

The company is also looking closely at how to design specifically for additive man-ufacturing. “We aim to understand how an aircraft structure is optimized to give the best properties with material where you need it, and we have a new program on that launching this year,” Dunn noted.

“The second program will look at how you connect the basic capabilities of AM into a much wider digital system, including things like how to use artificial intelligence in this. With over 200 parameters involved, you really need to understand what’s going on.”

Coating technology is another of GKN Aerospace’s capabilities benefitting from major investment. The company is cur-rently flight testing a hydrophobic coat-ing for cockpit windows on two different vehicles, one with a customer and one with an airline directly.

The coating sheds rain whether on the ground or in the air and could make aircraft windshield wipers obsolete, the company believes. “The water runs off

windscreen very quickly and it also pre-vents the build-up of ice,” Dunn explained.

“We’ve done erosion tests and it beats any other material.” The removal of wipers would, of course, reduce aircraft weight and also remove the possibility of damage from material embedded in the wipers.

Dunn added that when combined with other technologies—such as the electri-cally powered thermal anti-icing system, as featured on the 787—it could reduce the need for de-icing. “The coating aims to eliminate ice, but if some occurs, the sensors detect not just ice, but the type of ice, and the anti-ice system is employed. This could significantly reduce the power being used, as most times pilots keep the anti-icing system running when they are in icing conditions,” he explained.

He also said that the coating, which is a ceramic material, may also provide signifi-cant benefits if applied to metals and com-posites. “For example, it could aid laminar flow properties on wings and major struc-tures such as the empennage,” all of which will help to reduce the overall operating cost of the aircraft. n


Adapting to designing specifically for additive manufacturing is high on GKN’s priority list.

GKN research into hydrophobic coatings could render windshield wipers obsolete.

AirOps launches “myairops”UK-based Airops Software has launched two apps—myairops FBO and myairops Crew—aimed at providing personnel with real-time information while also streamlin-ing billing.

Myairops FBO, a cloud-based software solution for airports, airfields, and FBOs, organizes information “into a series of tasks that optimize team productivity and the customer experience via a simple interface,” said Airops.

It also enhances billing accuracy “with a sophisticated billing engine” that allows

variable pricing according to customer volumes, seasonality or time of day, the company added.

Myairops Crew is an Apple iOS app con-figured to provide flight crews with down-route trip information and allow the operator to gather real-time cost and flight data.

Tim Ford, managing director of Airops Software, which is a subsidiary of Gama Aviation, said, “The days of paper, spread-sheets, and other manual processes are over. Operations need high quality, real-time data that can be actioned immediately.” I.S.

25a inon l ine .com \ July 1 7, 2 0 1 8 \ Farnborough Airshow News

increasingly fractious region.“The Manama Air Power Symposium will

see senior speakers and panels of chiefs of air forces from over 20 countries in the

MENA region and other key locations,” the minister said. The second edition of Bahrain International Defence Exhibition and Con-ference also takes place in October 2019.

He confirmed that a contract is in place for Farnborough Airshow to organize the BIAS until 2022. “They will continue with us next airshow and the one after. Farnborough has been very important to our success, and a partner from day one.”

Due to exhibitor demand, he said that the amount of exhibition hall space allo-cated to stands had doubled this year and added that he expects approximately 30,000 visitors at the event. Since the inaugural event, “every edition has been bigger than the last. We are very excited about what we achieved in the past and about what we can achieve in the future,” he said. n

The Bahrain International Air-show (BIAS) was moved from its usual January slot to November to ensure a better fit with the Dubai Airshow and allow its exhibitors more time to prepare.

“We received requests from com-panies participating that it would be better to have an alternating event [every 12 months], with one airshow taking place a year after the other, exactly like Farnborough and Paris,” Eng. Kamal Moham-med, minister of transportation and communications, Kingdom of Bahrain, told AIN.

“This would enable many of them to better plan their mar-keting activities, and meet the requirements of customers par-ticipating in our airshow. We want to capitalize on our event’s being one of the biggest two airshows in our region. Dubai’s show has been taking place for 40 years, while our event is still emerging. We are very happy with the rate of retention we have.”

The Bahrain Airshow was first held in January 2010 and last took place in January 2016. Holding the event in November 2018 cements its place in the Middle East calendar as comple-menting the Dubai event, also in November, much as the interplay between the Farnborough and Paris airshows allows partici-pants adequate time to prepare for both between July and June of the following year.

Building MomentumThe Bahrain Airshow, which takes place at Sakhir Airbase, saw orders of $9 billion in 2016, and will play host to OEMs Boeing, Airbus, Gulfstream, Bombardier, Embraer, and Lockheed Martin, all of which have participated in the event since its inauguration, Mohammed said. In addition, he said he expects 110 aircraft to be on static display, among them the F-22, B-1B, and F-35. National carrier Gulf Air will also have the Boeing 787 Dreamliner on display.

The show takes place Novem-ber 14 to 16. A symposium has been organized for November 13, to be held at Manama’s Sofi-tel Hotel, to allow both military and civil delegations from China, Russia, the UK, France, Italy, and elsewhere to tackle important issues, such as the enhancement of regional airspace for civil air-lines, and defense priorities in an

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Rockwell Collins tackling internet of thingsby Kerry Lynch

In the five years since its acquisition of Arinc, Rockwell Collins and the Informa-tion Management Services (IMS) group that formed from that purchase have embarked on a comprehensive approach to connectivity that begins before pas-sengers set foot in an airport and covers the entire period until they disembark at their final destination. This “connected aviation ecosystem” runs the gamut from using biometrics to smooth the process through the airport, to facilitating mul-tiple data pipelines on an airplane in a secure manner, to a pathway to sharing data among competitors.

Rockwell Collins has long had a heri-tage of onboard platforms, said Joel Otto, v-p of strategy and business development for IMS, but “we see that the market was really looking for something broader and [for] solutions that will actually enable those onboard platforms to deliver the value and capabilities.” The acquisition of Arinc enabled a network that now spans the majority of the globe, on numerous platforms and multiple airlines.

Rockwell Collins now is taking a holistic approach to this connectivity, Otto said. “We have points of presence into airlines and airports. We have sta-tions for air-to-ground communications distributed throughout that global net-work, and that global network provides interoperability in communications among all of the participants in what we call the aviation ecosystems.” This ranges from airlines and maintainers to ground operations, airports, government agencies, baggage handlers, and reserva-tion systems.

The goal is to facilitate a secure, high-availability network for the so-called ecosystem to inter-operate and share information, Otto said.

On board the aircraft, Rockwell Col-lins has developed a variety of what Otto referred to as “enabling” systems for a range of airliners, from the Boeing 777 to the Airbus A320. This not only includes cockpit and cabin management systems to facilitate the use of either L-, Ku-, or Ka-band satcom systems, but it can also pull together data from these various sources and get it onto the ground and to the operator’s back shop.

Last year this effort took a step for-ward when Airbus selected the avionics giant for its flight operations and main-tenance exchanger (Fomax) program that is designed to facilitate a shift to all- digital formats on Airbus A320s and A330s. Fomax provides a secure wireless means to collect aircraft performance and maintenance data and send that information to ground-based opera-tions. Otto said this information could span a range of data, from health usage monitoring, flight data, or even eco-nomic data.

It can also send data to other applica-tions used by flight crews, such as appli-cations used for weather, flight planning, logbooks, and maintenance prediction and performance calculators.

That program builds on Rockwell Col-lins’s SSR-7000 Secure Server Router to enable a secure Wi-Fi network that works with cellular, terminal Wi-Fi, and all major satcom types.

It also works in tandem with Rockwell Collins’s global connect services to man-age data flow and ensure seamless transi-tion to the ground offices. “This is a service that helps the airline think about all these new link technologies that are coming in and having to manage how data moves between their systems. As those proto-cols become more complex, as those data movements become more complex and the links become more and more complex to manage…the global connect service will help you with managing those data flows across the journey of that airplane.”

Otto noted the industry is just begin-ning to consider the data demands that will be required on aircraft as it moves more toward becoming the “internet of things.” As aircraft become more con-nected in the sky and more passengers rely on data, new accommodations will be necessary, including the ability to operate among the multiple broadband pipelines.

The ability of inter-operability is par-ticularly important given the role each plays. L-band services are primarily used for secure ATC communications. But it has limitations in capacity.

From a connectivity standpoint, Otto said, “We really think of [this] as an end-to-end delivery service for our customers, and so it’s really media independent.”

“Different ‘smart’ aircraft fleets are going to require different IT infrastructure

on the ground,” added Michael DiGeorge, managing director for the Asia-Pacific region for IMS. “Our global connect really does simplify that for the airlines and will provide one common infrastructure hosted in the cloud. So it becomes very economical for the airline to operate dif-ferent smart aircraft fleet. It’s really about how we take all of these new connectiv-ity [pipelines], make them available to the airlines, get that data down to the ground, to our IT infrastructure, and then deliver it to the airline back offices. We do this in a way that’s very cost-effective and simple for the airlines.”

Future DevelopmentsIt’s just as important to be ready for what’s new and coming up and staying on pace with the ability to connect the flight deck and cabin with the new tech-nologies, Otto said, citing ACARS over IP as an example. “That is something that is right here in front of us. We see a lot going on.”

He further pointed to Inmarsat’s Swift-Broadband-Safety as a new pipeline work-ing toward becoming “the next generation of safe and secure links. They’re a higher bandwidth than the current L-band sat-com datalinks. They also support inter-net protocol, which allows us to do new and different things with those links than what we were able to do with the traditional messaging system.” Hawai-ian Airlines has been involved in tests of SwiftBroadband-Safety for secure aircraft communications.

Rockwell Collins must develop these enabling technologies with an eye on the continued evolution and they must be adaptable to the next generation of appli-cations, he added.

Rockwell Collins sees the evolution of the internet of things as something that will play a big role going forward, Otto said. “Right now we’re going through that process of trying to figure out which sys-tems to connect and what airlines might be able to do with that,” he said. “There’s a lot of data that people would like to get off those airplanes and make them more interactive over time.”

But substantial discussions are ongo-ing about what to do with big data. “We move all the data around the industry, and so we look at this, this whole con-cept of big data. It’s an interesting thing,” he said. “It’s a collection of data, but until people actually apply intelligence to it and start to figure out how they want to use that data, it’s really not of much value.” The first step is to build the repositories and collect data. Then, the industry must learn how to use the data to better understand and serve pas-sengers. Another facet is how to use data to manage disruptions such as weather events, including collaborations between airlines and airports.

One of the biggest challenges is having the airlines share the information to help the overall flow of traffic, but do this in a


Since its acquisition of Arinc five years ago, aerospace giant Rockwell Collins has explored connectivity with a holistic approach, developing what it calls a “connected aviation ecosystem” based on collecting and processing increasingly larger and more complex data.

Joel Otto, v-p of strategy and business development for IMS, Rockwell Collins

Our job is to keep those airlines

connected and the information flowing.”

continues on page 42

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Hi-tech mfg center opened for R&D in Belfastby Ian Sheppard

Last month a new high-tech manufactur-ing research and development facility was opened in Belfast, Northern Ireland. The £7.5 million ($9.9 million) Low Cost Auto-mation Centre (completely revamping the original center established 30 years ago, and based at the Northern Ireland Technology Centre at Queen’s Univer-sity Belfast) is designed to help industry become more competitive and increase productivity. It has been supported by the UK Department for Business, Energy, and Industrial Strategy; Innovate UK; and ATI.

“The new facility will have an open door to industry partners, currently including RLC Global Point, Moyola Precision Engineering, J W Kane Precision Engineering, Travan Precision Engineering, and Retec Engineer-ing Solutions,” said an NITC statement.

The facility, which AIN toured just before the official opening, is part of the Centre for Intelligent Autonomous Manu-facturing Systems (i-AMS) at Queen’s and aimed at “making Industry 4.0, the new industrial revolution, a reality.”

Two years ago, NITC applied for funding by way of a £5 million capital investment from the UK’s Aerospace Technology Institute (ATI), itself part of £1.8 billion earmarked for aerospace, based on 50:50 industry-government par-ticipation. The total was later doubled to £3.6 billion.

In October this year, NITC will cel-ebrate its 50th anniversary, at a point when the focus is switching to the “fourth industrial revolution” (aka Aerospace 4.0). “The third industrial revolution was in the 1960s with automation,” said NITC head Colm Higgins.

Higgins said the facility also provides Northern Ireland with “an important regional link to the well established UK High Value Manufacturing Catapult and research technology organizations, as well as the emerging Irish Manufacturing Research Centre.”

Higgins said aerospace would account for approximately 50 percent of the center’s work and 70 percent of the

manufacturing research and develop-ment. “We aim to be complementary to the capability that exists in the UK,” he added.

He showed AIN a 3-D factory simula-tion (using the Dassault Systemes “Quest” software package) of the C Series wing

plant (created before it was built), which NITC was instrumental in helping to con-ceptualize for the Canadian OEM. The center has also been helping Airbus in its bid to simulate A320-family production as it has brought in rate increases in Ham-burg and Toulouse. n


Pictured left to right are: Claire McAlinden, director of operations for the faculty of engineering and physical sciences at Queen’s University Belfast; Professor Adrian Murphy; Professor Seán McLoone; and Colm Higgins, head of the Northern Ireland Technology Centre at Queen’s University Belfast.

Denroy Plastics focus is on innovationby Ian Sheppard

Denroy Plastics is among the real success stories of Northern Ireland aerospace. Family-owned since 1972, it has two main sites and also makes hairbrushes (for which it is world famous) at one of these sites, on a line sitting adjacent to numer-ous aerospace machine tools. Visiting the site, AIN briefly met chairman John Rainey, who commented he goes “from a hair show to an airshow” every summer. John’s father, Max, founded the company.

John Irwin, general manager, said the company has sales offices in London, Bos-ton (run by Rainey’s daughter Victoria), Johannesburg, and Amsterdam.

The group turnover is around £20 mil-lion ($26.5 million), he said. “So we’re still an SME.” Of that turnover, 44 percent is aerospace, 36 percent haircare, and 10 percent the automotive sector. The com-pany has 160 employees, said Irwin. “But the emphasis is on growing aerospace as there are so many opportunities for us.”

He said that this year the company hopes to increase its aerospace (Denroy Plastics) revenue from £9.5 million to £10.5 million and wants to be at £14 mil-lion by 2020.

“Essentially we’re a custom molder,” explained Irwin. “And we can take a prod-uct through prototyping; we have various partners in Europe and China.” It also has many approvals from aerospace OEMs

and suppliers, including Thales, Spirit, Bombardier, and Airbus.

The company is a member of ADS, the UK aerospace trade association, through which it has been following the SC21 sup-ply chain quality program.

When AIN visited in May, the company was close to the end of the audit for a Gold SC21 Award, which it hoped to announce at the Farnborough International Airshow.

By gaining this, it would be the first in the UK, perhaps jointly with another Northern Ireland aerospace company, Moyola Precision Engineering, which is going for the same standard. The only other company to have achieved the standard is logistics company Wincanton,

which is in transportation rather than aerospace, said Irwin. “We started our SC21 journey in 2004, and in 2014 received the Silver Award. We wanted to get to Gold standard consistently before we went for the approval.”

He said OEMs place a lot of pressure on the supply chain to reduce weight, so they can improve fuel efficiency. “Our prod-ucts are low maintenance, reliable, whole-life products…for example, an inspection cover that replaced a previous aluminum one with one made of the Fortron poly-mer,” which costs as much as £50,000 a metric ton, he noted.

Also, Victrex Peek ESD101 is used within the fuel cells in the wings of air-craft such as the C Series airliner, Denroy using it to produce brackets for cables. These have “lots of benefits” including high wear resistance, and also replaced aluminum. “We’re the only company in the world that can mold this for aero-space,” said Irwin, who said the material is “very hard to process.” “They don’t tell us what’s in it though.” It costs £100,000 a tonne.

Denroy Plastics has 30 injection mold-ing machines, four of which Irwin said have “a clamping force of 900 tonnes.” The company also has ISO EN9100 Revi-sion D from the British Standards Insti-tute, and “approvals for direct supply to

both Bombardier and Airbus. We are now aiming to qualify as a direct supplier to Boeing, which would probably make us unique in Northern Ireland,” said Irwin. In fact, a Boeing team was due to visit the company in June. “It has taken five or six years,” he added, with Invest NI and the UK DIT also being involved.

“We’re really proud of getting where we are,” said Irwin, noting that the company supplies 160 parts for the Eurofighter, for example. “We’re the only injec-tion-molder that supplies to Eurofighter.” He noted the company is “far more pro-active now in promoting our capabilities to Tier 1 manufacturers,” encouraged and assisted by Invest NI. “It’s a buoyant mar-ket in aerospace,” said Irwin, who said the company has a “pipeline of innovations” using the TRL (Technology Readiness Level) scale used throughout the sector.

“We are involved with GKN on the Wing of Tomorrow,” for example, he said, and the company is “about to be involved” in another project with Spirit AeroSystems and Imperial College London.

He said, also at the Farnborough Air-show, six NI companies would announce a schools build-an-aircraft challenge, for which £25,000 has been raised so far. “We hope to fly it at Farnborough 2020,” he told AIN. n

We started our SC21 journey in

2004, and in 2014 received the Silver Award. We wanted to get to Gold standard consistently before we went for the approval.”

— John Irwin, general manager

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New ATR forecast predicts 3,000+ deliveries by 2037by Bernie Baldwin

ATR is forecasting an 80 percent increase in the 30- to 90-seat turboprop fleet over the next 20 years (2018-37), with the number of deliveries needed to cover

replacement and growth being 3,020 aircraft. At the end of 2017, there were 2,260 such turboprops in service, includ-ing out-of-production types. That figure

is predicted to rise to 4,060 in 2037.The company, which this year will

deliver its 1,500th aircraft, updates its forecast every two years. Launching the latest iteration, ATR vice president of marketing Zuzana Hrnkova explained that the 3,020 new aircraft will add to 1,040 currently operating which will still be in service in 2037. “Between 2018 and 2037, the industry will need 1,220 aircraft for replacement purposes. This figure is up by around 120 aircraft

from the previous forecast as it now includes the turboprop ramp-up which took place in the mid-2000s. That leaves 1,800 aircraft needed to address growth,” she remarked.

The market leading the demand is the Asia-Pacific region with 740 aircraft required, followed by Latin America with 420 deliveries expected.

Hrnkova added that around 21 per-cent of deliveries (630 aircraft) will be in the 40- to 60-seat category (TP50). That number will be made up as a result of two actions: replacement of 55 percent of 30-seaters (of which there are currently 610 in operation) with TP50s and direct replacement of 40 percent of the cur-rent TP50 fleet (660 aircraft). The other 60 percent of the current TP50 fleet is expected to be replaced by aircraft in the TP70 category.

While ATR acknowledges that new competitors may arrive, with the ATR 42-600 the only new 50-seat turboprop on the market at present, the company expects to take an extremely high per-centage of the TP50 segment.

Behind ATR’s forecast is a predicted overall worldwide, annual traffic growth of 4.5 percent. Moreover, Hrnkova noted, of the world’s commercial airports (total-ing a little over 3,800), 50 percent rely exclusively on regional aircraft and 36 percent rely solely on turboprops.

Regional Aviation TrendsAccording to Hrnkova, the company expects the price of oil to double in the next 20 years. “That will have greater effect at regional airports, where the fuel price is different from hub airports,” she emphasized.

Elaborating on trends that ATR has identified in the regional aviation market, Hrnkova stated that almost 60 percent of the routes in the current regional network have been created during the past 15 years, with more than half of those being cre-ated over the past five years.

“We expect traffic growth in the tur-boprop market to be 30 percent new routes over the next 20 years,” she con-tinued. “There is the potential for 2,770 new routes over that time, particularly in India, Asia-Pacific, Central and South America, Africa, and China [where cur-rently regional aircraft make up only 3 to 5 percent of the total fleet, compared with these types being 25 percent of the worldwide fleet].”

Beyond the commercial passenger airline forecast, Hrnkova also presented ATR’s expectations for the turboprop freighter market. “We believe the cur-rent position of three weight categories affecting our aircraft—three tons, five tons, and eight tons—will reduce to two over the next 20 years, with the three-ton category disappearing,” the v-p com-mented. The ATR 42 fits into the five-ton category and the ATR 72 fits in the eight-ton category.

“We estimate a need for 460 freighters over the next 20 years,” she noted. n


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UK carriers promise to rekindle some naval prideby Chris Pocock

Britain’s F-35B stealth fighters are set to achieve initial operating capability at the end of this year. But that is only from land bases, with nine aircraft. It will be another two years before No. 617 Squadron can fly operationally from the first of the coun-try’s two new QEII-class aircraft carriers.

HMS Queen Elizabeth is due to set sail from Portsmouth naval base in the fall for the eastern seaboard of the U.S. There, two American F-35Bs flown by British test pilots will embark for the first time. They will do at-sea takeoffs from the carrier’s ski-jump for the first time. They will also continue development of the shipboard rolling vertical landing technique that they have been developing, to ensure that an F-35B can return to the carrier deck with unused weapons.

A second phase of flying trials on the QEII will follow in 2019, using the British- owned and based F-35Bs with squadron pilots.

But it now seems that the first F-35Bs to fly operationally from the British carriers will be American. The UK has extensively relied on the U.S. Marine Corps (USMC) for working-up, with its first two squad-rons being formed and operated from the F-35B base at MCAS Beaufort before transfer to the UK.

Gen. Jon “Dog” Davis, until recently the head of USMC aviation, said last year that the QEIIs are “incredible ships.” USMC F-35Bs will take part in the QEII’s first operational deployment in 2021.

Meanwhile, the second QEII-class car-rier, HMS Prince of Wales, is afloat and being fitted out at Rosyth dockyard in Scotland. It is due to go to sea next year, after being handed over by the Aircraft Carrier Alliance that built her and her predecessor (comprising BAE Systems, Babcock, and Thales, in cooperation with the UK Ministry of Defence [MoD]).

The huge cost of these new warships is justified by the British defense establish-ment in terms of their ability to deliver sovereign power projection globally. However, that has required investment in not only F-35 fighters but also inexpensive conversions of Merlin helicopters for the airborne electronic warfare (AEW) and commando assault role; accompanying warships and attack submarines to defend the carrier; and two new support ships.

A requirement for a dedicated aircraft such as the V-22 Osprey to provide airlift of supplies directly onto the carriers has been dropped for the time being.

Defense cuts have already reduced the number of destroyers and frigates in ser-vice to less than 20. The UK’s National Audit Office (NAO) noted last year that the Navy will “need to change funda-mentally how it operates and makes judgments on priorities.” In particular, the NAO warned about shortages of personnel. To address these problems, the MoD decided to withdraw the UK’s only dedicated helicopter carrier, HMS Ocean, this year. The total cost through March 2021 of acquiring the two carriers, and the equipment dedicated to them (e.g. the F-35Bs and AEW helicopters) is more than £14.3 billion ($19.12 billion), plus support and other costs of £2 billion ($2.67 billion).

In a briefing at last year’s Paris Air Show, Rear Admiral Keith Blount noted that the clear, uncluttered flight deck of the QEII-class carrier makes it suitable for various missions, including littoral maneuver without the fighters onboard. For instance, it could be the launch pad for an interventionist landing of Royal Marines from Merlin Mk4 helicopters. Blount also described a humanitarian assistance role, noting that if the QEII-class carrier had been available in 2016, it could have been stationed off the West African coast to assist in the Ebola crisis.

The QEII-class carrier has already done sea trials with a few Merlin and Chi-nook helicopters onboard. Ultimately the UK’s Wildcat and Apache attack helicop-ters should also be able to operate from the carriers.

The MoD signed a contract worth £269 million ($360 million) in November 2016 for the Crowsnest AEW system. Lock-heed Martin UK is the system integrator, with Thales UK providing the radar and Leonardo Helicopters modifying the air-frames. Thales is updating and repackag-ing for fitting to Merlin Mk2 helicopters the Searchwater radar and Cerberus mis-sion system that it previously provided for seven Royal Navy Sea Kings. The Merlin Mk2 is the UK’s anti-submarine warfare (ASW) helicopter, and the fleet of 30

will be modified to accept Crowsnest, although only 10 of the systems are being acquired. Supposedly, the AEW system can replace the ASW system with only 24 hours of work by ground crews. The in-service date is July 2019.

When configured for carrier strike, the carriers could embark two F-35B squad-rons, each with 24 jets. Another 12 could be added “in extremis,” says the MoD. But the UK has only committed to buy-ing a total of 48 F-35Bs so far, for delivery between now and 2025. About 12 of these will be in a land-based operational con-version unit.

A report last year by British defense think-tank Royal United Services Institute noted that “Russia and China have devel-oped the surveillance and precision strike capabilities to put Western surface ships at serious risk…missiles costing much less than half a million pounds could at least disable a British aircraft carrier that costs more than £3 billion ($4.01 billion).”

The MoD has said that when operat-ing as a “sovereign carrier strike group…against a very high-threat environment,” the carrier would be accompanied by two

air defense destroyers. The Royal Navy’s Type 45 destroyers are equipped with the Sea Viper air defense system including the Aster 15/30 anti-missile that can han-dle multiple targets. But there are only six Type 45s in total.

The UK’s latest missile intercept sys-tem is the MBDA Sea Ceptor, which is being fitted to Type 23 and their replace-ment Type 26 frigates. When deployed with a QEII-class carrier, it would be the second line of defense. The carrier itself has the Phalanx 30mm gun system for close-in air defense. The Royal Navy also argues that “non-organic” assets can also help protect the carrier, such as land-based E-3 Sentry AEW and P-8 Poseidon ASW aircraft.

A senior MoD officer told a parliamen-tary committee last October that “we are acutely aware of a number of threats that are posed to a carrier strike group.” He added that provisions had been made to mitigate the threat but he was unwilling to specify them in a public forum, except to suggest that “there is a series of things you will do to prevent that missile from ever being fired at your carrier.” n


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Etihad takes a giant step toward status as top trainerby Peter Shaw-Smith

Etihad Aviation Training (EAT), part of Etihad Aviation Group (EAG, Hall 4 Stand 4810), has relaunched its aviation training organization with the aim of becoming one of the most comprehensive aviation training facilities in the world. Based at two locations in the emirate of Abu Dhabi, EAT, previously known as Etihad Flight College, is a commercially focused busi-ness open to external customers, while retaining the operational and safety val-ues that have underpinned Etihad’s train-ing services to date.

“Etihad Aviation Training is an ambi-tious enterprise, pursuing its mandate to provide outstanding training services to a global audience. The growth of the business will mirror the expansion of the global training market and we are excited about our expanding portfolio of pro-grams and products. These services are accessible to both Etihad Airways and now, for the first time, to external cus-tomers,” said EAT CEO Tony Douglas.

EAT offers a wide range of training products and services, including airline training, type rating, cabin crew safety training, instructor training, cadet pro-grams, and aircraft maintenance training, making it one of the largest training facil-ities in the Middle East.

Today, 10 full-flight simulators are in operation with two additional devices arriving later this year, including the first Airbus A350-900 and a third Boeing 787-9 unit. This will enable EAT to take advan-tage of increasing global training demand, particularly from within the GCC, Europe, the Indian sub-continent, Africa, and Southeast Asia.

“We are always looking for ways to expand our operations and activities, and the relaunch of the center is the perfect platform for us to do this,” said Paolo La Cava, director of EAT.

“By expanding and redeveloping our facilities within the UAE, we are able to offer a one-stop solution to our cus-tomers—from individual pilots to global airlines—and I’m confident that we will grow to become a globally recognized avi-ation training center.”

Third-party TrainingEAT’s packages include the Multi-crew Pilot Licence (MPL) and Airline Trans-port Pilot License (ATPL) programs deliv-ered from its flight training organization based in Al Ain. The UAE National Cadet Pilot Training Program has to date trained

231 UAE nationals, 91 of whom are active flight crew for Etihad today, with a fur-ther 200-plus cadets continuing in the program through 2022.

EAT has ambitions to throw open ab initio pilot training to international pilot cadets, in a move that could see EAT start to tackle an already identified future air-line pilot shortage, potentially revolution-izing the Middle East’s contribution to the global problem of training sufficient pilots.

“Currently we are running an MPL course for Etihad Airways and ATPL for external third-party customers, and given support from sponsor airlines, will throw open the international program later this year. It is not 100 percent confirmed yet, but the idea is to open up to international programs for MPL and ATPL,” James Col-lishaw, EAT’s head of business develop-ment, told AIN.

“Everyone is aware there is going to be a huge shortage across the board. If we launch it, the program will be worldwide. Of course, there will be restrictions on employment in the UAE, however, the idea is to have a global program with a

multitude of sponsors that will create a truly worldwide program,” he said.

“While the ultra-modern EAT facil-ity speaks for itself, there is always the challenge of winning new business in a competitive global marketplace. We are fortunate to have our largest customer, Eti-had Airways, right on our doorstep, [but] to build our third-party customer portfolio we have installed a commercial team capa-ble of taking our ATO to the next level.

“Marketing and selling our newly com-mercialized products and services is only the beginning…The real challenge for all training centers lies in the long-term retention of third-party customers that can only be achieved through flexible yet tailored products and a refreshed mindset of all the employees within EAT to focus on customer needs and requirements.”

EAT operates two facilities, one adja-cent to Abu Dhabi International Airport, for airline training, and an ab initio flight training program based in Al Ain. “Al Ain is a flight training school teaching cadets, while Abu Dhabi [is] an academy [offer-ing] advanced flight training. We have full

flight simulators and cabin-crew training facilities in the same building in Abu Dhabi, adjacent to Etihad’s headquarters,” he said.

Some 70 Italian trainees were recently trained on the twin-engine piston Dia-mond DA42 diesel at EAT’s Al Ain fly-ing school. “Alitalia scored the highest pass rates in Europe, with a 95 percent first-time pass rate, and the airline was extremely pleased. The last Al Italia pilot finished in May 2018.”

The EAT spokesman also explained the benefits of the MPL over the ATPL from the airline’s perspective. “When trainee pilots apply to airlines, their ATPL is frozen; with the MPL, you are sponsored by the airlines. It’s a guaranteed employ-ment route for junior pilots. They get type-rated under the program, and are guaranteed to fly 1,500 hours with an airline, at which point their licenses are unfrozen,” he said.

“Under the ATPL, line pilots do two years of training but are not guaranteed a job at the end of the course; they are not type-rated on any aircraft. The bene-fit for the cadets comes from the flexibil-ity of this training option and allows the cadets to be free to apply for any airline after completion.”

For the Etihad Airways tailored MPL program, success rates have been high.

“When the MPL cadets arrive in Abu Dhabi for advanced simulator training, there is no real competency deficit, as they are already familiar with a glass cockpit and crew resource management (CRM), used from day one on the MPL course. The results for the jet MPL are very good. The airline is extremely impressed with the level of students. Most of these are Emirati, although a small number of ex-pats is also now line-flying with Etihad Airways,” he said.

Ab initio training currently takes place in Al Ain but it is unclear whether this will also take place in Abu Dhabi once the program is extended internationally. Air-craft used to train new pilots include the Cessna 172, the Extra 300, the Diamond DA42, and the Phenom 100 light jet. n


Basic Regulation secures further supportThe Council of the EU signed off on the new EASA Basic Regulation, following European Parliament approval earlier this month. The new regulation must still receive adoption by the General Affairs Council ministers and be published in the EU’s Official Jour-nal before taking effect. But the recent endorsements clear the path for the new regulation to take effect.

This regulatory change has won strong support from GAMA. “This new Basic Reg-ulation promises to equip EASA with the set of tools it needs to keep pace with the rapid advances in general aviation, business avi-ation, and maintenance operations, par-ticularly with the emphasis on enshrining risk-based regulation into law,” said GAMA

president and CEO Pete Bunce. GAMA rep-resents aircraft manufacturers from offices in Washington, D.C., and Brussels, Belgium.

Bunce urged the European Commission and member states to provide EASA with the necessary resources to implement the changes that will come with the new Basic Regulation. He noted that the new regulation will require a “wholesale revi-sion” of EASA’s detailed safety rules. GAMA is encouraging EASA to implement the changes over the next three years, rather than waiting the full-five-year transition term laid out for the Basic Regulation. “This will allow the industry to yield certification and oversight safety benefits and efficien-cies as soon as possible,” Bunce said. K.L.

The Etihad Aviation Training fleet encompasses aircraft from piston singles, including aerobatic Extra 300s, up to the Embraer Phenom 100 light jet. The organization is branching out to offer third-party training to worldwide customers, addressing the current global pilot shortage.

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AirMap and Skyguide partner on UTM networkby Mark Huber

AirMap has partnered with Skyguide, the Swiss air navigation service provider, to develop and deploy a national drone traffic management system (UTM—unmanned aircraft systems traffic management) for Switzerland. The announcement followed AirMap’s 2017 U-space demonstration with Skyguide.

Switzerland already hosts the world’s first autonomous drone delivery network, in Zurich, and since 2013, drone flight requests to Skyguide have increased ten-fold. The AirMap UTM reaches 85 percent of the world’s drones and offers up-to-date airspace information for every country and national airspace rules for more than 20

countries. Investors in the U.S.-based com-pany include Airbus Ventures (Innovation Zone 3394), China’s Baidu Capital, M 12, Qualcomm Ventures, and the Japanese e-commerce company Rakuten.

The partnership with Skyguide is part of a broader strategy to leverage data from successful foreign UTM projects to expedite FAA approval of UTM in the U.S., said Gregory McNeal, co-founder of AirMap. McNeal is a professor of law and public policy at Pepperdine University and has served on the FAA’s Micro UAS Aviation Rulemaking Committee, the UAS Registration Task Force, the Secret Ser-vice Electronic Crimes Task Force, and the Remote Identification and Tracking Aviation Rulemaking Committee. McNeal said he hoped success abroad would convince FAA regulators of the efficacy of UTM. “We’ve been going around the world, where we can demonstrate this, and then going back to the FAA and saying,

‘Look how much faster it is happening in other places.’

“Industry must show governments how advanced operations can be con-ducted safely,” McNeal said. “If govern-ments across the world don’t change their models the unmanned aircraft industry won’t take off more than it has, which is to say line of sight, [FAA] Part 107 operations, a remote-control air-craft within line of sight, or an auton-omous remote control aircraft within line of sight.” He said the partnership with Skyguide enables AirMap to put in place in Switzerland by 2019 every-thing that would be required for a U.S. UTM system by 2021. “We’re going to take that information back to the United States,” he said. He also added that the UTM developed for Switzerland would translate well throughout Europe and into other markets. “Swiss U-space is really going to take off in 2018. Skyguide has such a good relationship with FOCA [the Swiss federal office of civil aviation], waivers that you process in Switzerland can become a template for a waiver that can be accepted by other agencies in Europe or the United States.”

Beyond EuropeAirMap is also partnering with Airways New Zealand, the ATC provider in New Zealand. Areas that were previously closed [to UAS] are now open to more advanced operations. In Japan, AirMap has partnered with Rakuten to develop unmanned aerial package delivery capa-bility. “Japan’s prime minister has set the goal of drone package delivery in rural areas in 2019 and by the 2020 Olympics in Tokyo,” McNeal said. “We’re executing with Rakuten to do that. Japan has a series of densely inhabited districts and those districts have the authority to make drone rules. By delegating that they have moved very quickly.”

In the U.S., AirMap has partnered with the state of Kansas to deploy a UTM solution. “This is our laboratory to test different models,” McNeal said.

“If you have a business and want to do something more advanced there, we have the blessing of the state govern-ment and all of their resources to go col-laboratively to the FAA and say: ‘Here’s the advanced operation we want to do, here’s what our waiver looks like, the state has signed off, here’s our technol-ogy mitigation with AirMap, we have radar feeds the state has helped provide for us, we have local economic devel-opment authority.’ They want us there, the public accepts it, in that waiver goes, and we start to figure out how to do more advanced operations.”

McNeal said to be useful, UTM must be intuitive and adapt to changing con-ditions. He uses the example of airspace around an airport as an example. Rather than putting the entire airport opera-tions area and surrounding boundaries and altitudes off limits, the intuitive UTM would automatically process run-ways and approaches in use, structures, and obstacles, and divide the adjacent airspace into grids in real time.

“Then all of a sudden a big controlled circle marked ‘no’ becomes a series of automated ‘yeses’ or ‘yes-so-long-as,’ and that is the first step to UTM. And instead of just doing that for airports, we can do that for many other loca-tions.” McNeal said the key is getting the right data to turn “no-fly zones” into “yeses or yes-so-long-as,” and the best source of that data is not always the FAA. In many cases it is state and local governments. This is particularly true for dynamic situations such as structure fires, he said.

The enabling technology begins with the drone, McNeal said. “Registration and identification is key. We want the autho-rization to automatically go from the drone to the airport ATC tower, and then the geofence unlocks once you have the approval. The drone is squawking, talking, and understanding what is coming back to it and getting the authorizations.” n


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Despite Gulf blockade, Qatar corrals opportunitiesby Peter Shaw-Smith

While importing domesticated animals may not be the kind of image the Middle East’s top airlines seek to portray, that’s exactly what happened in the case of Qatar Airways last year, when up to 60 flights were arranged to transport 4,000 cows to help local magnate Moutaz Al Khayyat set up a dairy farm. Baladna (“Our Country”) was established to stem a dearth of milk products caused by an Arab boycott.

Qatar claimed to have become self-suf-ficient in dairy products by the beginning of fasting month Ramadan in mid-May, while Baladna is expected to quintuple its herd to 20,000 by 2019 with both air-borne and seaborne cattle consignments, launch an IPO, and turn Qatar into a net dairy exporter.

Tit-for-tat suspension of flights by Qatar Airways to destinations in the countries of neighbors imposing the blockade on the one hand, and by regional airlines Emirates, Etihad, flydubai, Bahrain’s Gulf Air, and EgyptAir to and from Doha on the other, had been the initial consequence of the embargo imposed on Qatar by Saudi Arabia, the UAE, Bahrain, and Egypt on June 5, 2017.

Although it has rarely admitted it, Qatar Airways is fully involved in the nationwide drive for self-sufficiency prompted by the boycott. However, the additional MRO and fuel costs involved in flying longer distances to skirt the neighboring coun-tries are believed to have resulted in “sub-stantial” losses for the airline in the fiscal year to March 31, after it made a profit of $541 million the previous year.

Qatar Airways CEO, Akbar Al Baker, became sitting IATA Board of Gover-nors chairman in early June and used the occasion of the organization’s annual general meeting in Sydney, Australia, to make pointed yet restrained remarks about the boycott.

“To be nominated to such a prestigious leadership position in the industry is a great honor, made all the more pertinent in a year in which Qatar Airways itself was faced with an illegal blockade, closing off international airspace in our own region,” he said. “I look forward to continuing my work in the coming year for a transparent and fair aviation industry the world over, a sector which will only continue to grow in the years ahead, and one in which I am

most proud to work and represent the world’s best airline.”

In April, Qatar Airways announced that it had signed a deal with Moscow’s Vnu-kovo International Airport, Russia’s third largest airport, “to potentially acquire up to 25 percent of the airport’s total shares.” The airline already owns 20 percent of International Airlines Group, 10 percent of Latam Airlines Group, 9.94 percent of Cathay Pacific, and 49 percent of Air Italy, with which it announced a code share ear-lier this year to access six Italian cities.

Earlier this year, the airline also launched a “Super Wi-Fi” high-speed broadband service using Inmarsat’s GX Aviation technology. “The broad-band service is being progressively rolled out on all Boeing 777s and Air-bus A350s,” it said. Qatar Airways also uses Inmarsat’s space-based tracking

system to track all its flights worldwide.In March, the airline announced 16 new

destinations to be launched in 2018-19: Luxembourg; London Gatwick; Cardiff, Wales; Lisbon, Portugal; Tallinn, Esto-nia; Valletta, Malta; Cebu and Davao in the Philippines; Langkawi, Malaysia; Da Nang, Vietnam; Bodrum, Antalya, and Hatay, Turkey; Mykonos and Thessaloniki, Greece; and Málaga, Spain.

The airline operates the Boeing 787, A350, A380, A319 and “select A320 and A330 aircraft.” Its cargo fleet includes eight Airbus A330 freighters, 13 Boeing 777 freighters, and two Boeing 747-8 freighters.

Today, Qatar Airways operates more than 200 aircraft via its hub, Hamad International Airport (HIA). In February, the airline took delivery in Doha of the first Airbus A350-1000, for which it was the global launch customer. n


Qatar Airways CEO, Akbar Al Baker, became sitting IATA Board of Governors chairman in early June.

Turkish contingent showcases defenseby Peter Shaw-Smith

Turkish Airlines’s (THY, Chalet B12) suc-cess in offering travelers an alternative to the Gulf “Big Three” has earned it indus-try-wide plaudits. For example, Austra-lia’s Centre for Aviation (CAPA) recently classed the airline as one of the world’s

“super-connectors,” along with Emirates, Qatar Airways, and Etihad.

The airline flew 68.6 million passengers in 2017, compared to Emirates’s 58.5 mil-lion carried in the 12 months to the end of March 2018, and is believed to serve the largest number of countries in the world, at 120. With almost 170 aircraft on order, it is certainly in the major leagues.

Earlier this year, THY announced an order for twenty-five 787-9 Dreamliners with options for five more. “Boeing has directly delivered more than 240 new airplanes to Turkish carriers since 1968,” according to Boeing. “Turkish Technic, a subsidiary of THY, is a world-class main-tenance center for Boeing 737 airplanes, with certifications from regulatory authorities throughout the region and beyond.”

In addition to THY, TAV Airports and Pegasus Airlines are two other historically strong performing Turkish aviation-re-lated companies. Pegasus Airlines is the

nation’s number-one low-cost carrier and second-largest airline. TAV Airports operates Istanbul Ataturk, Ankara Esen-boga, and Izmir Adnan Menderes Airports. Turkey is well into building the $200 bil-lion New Istanbul Airport, set to have an ultimate annual capacity of 200 million passengers, and located 35 km northwest of the city center.

Turkey’s NASASeveral Turkish aerospace companies are attending the Farnborough Airshow, most notably Turkish Aerospace Industries (TAI, Chalet A31, Outside Exhibit 29 and 30), Roketsan (Hall 4, 41488), and Tusas Engine Industries (TEI, Hall 4, 4475).

Regarded as the Turkish version of NASA, TAI makes helicopters, airplanes, and satellites. Roketsan makes rockets and missiles. TEI makes aircraft engines and engine components and is regarded as the biggest parts producer in the country.

Founded as Turkish Aircraft Indus-tries in 1973, TAI claims a role as “Tur-key’s center of technology in design, development, modernization, manu-facturing, integration, and life cycle support of integrated aerospace sys-tems, from fixed- and rotary-wing air

platforms to UAVs and satellites.”The company’s central campus is

located in Ankara on a 4 million-sq-m site with an industrial facility of over 296,000 sq m under roof, housing parts manufacturing; aircraft assembly; enhanced laboratory and test systems; flight tests and delivery; design and development facilities; and factories, the company said. TAI Balgat is a man-agement center, while TAI Middle East Technical University (METU) is a devel-opment zone for industry research and technology development.

The Yildiz Technical University (YTU) “technopark” zone is housed in Istanbul and serves as TAI’s headquarters in the city, acting as a base for engineering stu-dents being absorbed into TAI’s trainee engineering programs.

“[TAI] aims to improve the transfer of information between institutions, since it is believed that university-industry collab-oration… [constitutes] the most import-ant stage of R&D activities,” the company noted, adding that such partnerships help

“to capture rapidly advancing technology, and develop indigenous and competitive products,” the company’s website said. TAI’s Rotary Wing Technology Center

(DKTM) and Defense Industry Researcher Training Program (SAYP) both serve to enhance this cooperation.

Engine-maker TEI has benefitted from a joint venture, originally launched in 1985, with GE Aviation, which announced in 2010 that it was renewing the agree-ment for 25 years. Under this agreement, TEI will continue to provide critical parts for commercial, military, and marine engines through 2035, with TAI retaining a majority ownership in the joint venture,” the U.S. company said in January of that year.

GE Aviation commenced cooperation with the Turkish company by establishing a facility to build F110 engines that power F-16 fighters for the Turkish Air Force. By 2010, TEI produced more than 560 differ-ent engine parts. TEI is primarily engaged in part and module production, engine design and product development, and engine assembly, test, and MRO.

The company attended the 2016 Farn-borough Airshow and displayed 1:1 scale models of the TS1400 and PD170 engines. The former is Turkey’s first indigenous turbine engine and will power the Orig-inal Turkish Helicopter, while the latter is being developed for medium-altitude long-endurance unmanned aerial vehicles.

About 30 other Turkish companies, most set up after 2010, and engaged mostly in aerospace and defense, are attending the show. n

SA2020_Exhibitor01_AIN_254x328mm.pdf 1 28/06/2018 4:49:37 PM


competitive environment. “How do you actually share that data in a collaborative way and yet protect people who want to compete with each other?” he asked.

On the ground, Rockwell Collins has worked with airports to provide “com-mon-use” connectivity, from kiosks to check-in desks that may be used by multiple airlines. In addition, these con-nections go toward managing resources at airports, from tracking airplanes and passengers, to flight data, to airline host systems. “We help those all talk to each other, so we do a lot of protocol trans-lations and other things to make that system work and to help our customers be able to stay connected,” he said.

This work is critical, given the aging systems and the importance of them to airline operations, he added, likening the systems to vital organs. “Upgrading and changing those are almost like an organ transplant for the airline. They have to go through and continue to run.” He noted the problems airlines have had with their

internal systems and said, “Our job is to keep those airlines connected and the information flowing.”

For the airports, Rockwell Collins has developed a cloud-based offering for its Common Use Passenger Pro-cessing System that is in the process of being deployed and should be oper-ational this summer at the launch loca-tion, Ottawa International Airport. The program, cMuse, is designed to provide an alternative for airports to installing racks of servers and equipment and maintaining them. It was originally intended for smaller and regional air-ports that might not have the budget or space to maintain such servers, said Christopher Forrest, v-p airport sys-tems for IMS. But what the company has found is that larger airports are expressing an equal level of interest in the program.

“These airports now will be able to access and use those common things, which allows them a lot of flexibility in terms of how many airlines and what pas-sengers they serve,” Otto said.

Rockwell Collins has further teamed with airports to automate processes with SelfServe and SelfDrop for check-in and bag drops. While questions have been

raised that such programs are replacing jobs, Otto said they are freeing reserva-tion agents to become customer service agents rather than passenger proces-sors. The company expanded its reach into this arena through its acquisition announced in early 2017 of Pulse.Aero Limited, a UK-based company that deals in self-service bag-drop solutions and air-line applications.

Future BiometricsThe next push is for biometrics for the check-in process, Otto said. The idea would be to use a fingerprint, facial rec-ognition, or even an eye-print throughout the process—from check-in to stepping on board an airplane. Rockwell Collins is in the process for developing biometrics capabilities at the various stages of pas-senger processing.

Such technologies are further being explored by security chiefs, including the Transportation Security Administration, which can be aware of passengers even before they arrive at the airport, and cus-toms and immigration on possibilities for security and in the area of entrance and exit visas. “We’re seeing a lot of effort around securing borders, securing information around passengers,” Otto

said. “Governments want to know well in advance who’s coming into their coun-try. One of the big advantages we have with a private network is it keeps that information secure and keeps it off of the public internet sites. Exchanging that kind of information needs a safe, secure communication.”

The underpinning of all these efforts is cybersecurity. Everything must be in a safe environment, and the topic has come sharply in focus. “Obviously there was a lot of conversation going on in the aviation industry, and how secure are the links,” he said. “We’re very involved in that.”

Otto noted that the global connect service is part of the company’s security architecture.

But beyond that, Rockwell Collins has developed new protocols as part of its work within the nuclear power industry under mandate from the Nuclear Regu-latory Commission and has transferred some of the technologies and lessons learned over to the aviation side, he said.

“We have built out a capability now and we can take from [the nuclear] industry and move it across into other areas to help airlines and the airports figure out how to secure their facilities.” n

Accenture links blockchain to performance, efficiencyby James Wynbrandt

You may know it simply as the digital backbone behind crypto currencies, but to its champions in the aerospace arena, blockchain represents a major disrup-tor advancing Industry 4.0, and some see Farnborough International Airshow (FIA) 2018 as its coming out party. “Last year in Paris [at the airshow] we said, ‘Blockchain is coming,’” said Craig Got-tlieb, a principal director in Accenture’s Aerospace & Defense practice. “The mes-sage at Farnborough is, ‘Guess what? It’s here, folks.’”

Blockchain is a distributed ledger that maintains and records data in a way that allows multiple stakeholders to share access to the same information confi-dently and securely.

A pair of recent reports from consul-tancy Accenture (Chalet A21) examines blockchain’s potential impacts and ben-efits in the aerospace industry. Accord-ing to “Extending the Digital Thread With Blockchain,” co-authored by Got-tlieb, “Blockchain, digital twins, and digital threads are coalescing into a pow-erful combination of technologies that will launch the industry to higher levels of performance, data veracity, security, and efficiency.”

Bolstering that assertion, approxi-mately six in seven aerospace/defense

companies (86 percent) expect to inte-grate blockchain into their corporate systems by 2021, according to Accen-ture’s “Launchpad to Relevance: Aero-space & Defense Technology Vision 2018” report. Released in June, the Vision 2018 research concludes block-chain’s secure, immutable, and decen-tralized features can help aerospace companies reduce maintenance costs, increase aircraft availability, and min-imize errors in tracking aircraft parts, among other benefits.

Fear of Data FalsificationThe industry’s seeming confidence in blockchain’s future appears based in part on fear. More than two-thirds (70 per-cent) of the aerospace and defense exec-utives surveyed for the report believe that companies will be grappling with growing waves of corrupted insights as more fal-sified data infiltrates their data-driven information systems. Almost three-quar-ters (73 percent) believe automated sys-tems create new risks, including fake data, data manipulation, and inherent bias. Blockchain addresses these concerns, according to Accenture.

“If you’re an OEM, a Tier 1, 2, or 3 sup-plier, or operating in the aftermarket, you can be touched by blockchain,” Gottlieb

said. “It could sound like pie in the sky, but blockchain doesn’t need a significant IT investment. You can be a mom-and-pop forging shop and register your prod-uct into blockchain. It’s a relatively low cost of entry.”

Accenture is showcasing at its display potential aerospace applications and solutions created for clients including

Thales, which uses blockchain to track cabin components it manufactures. An example on display tracks a sealed circuit board through a simulated international shipment, and demonstrates “the physi-cal manifestation of the end-to-end pro-cess, how it’s registered in the blockchain, the application layer, and the user inter-face,” said Gottlieb.

Compared to traditional approaches to data sharing and security, “blockchain is the more exciting; it offers the flexibility of keeping the data closer to the source, and with the cryptography involved, we believe it provides distinct advantages,” Gottlieb said.

Accenture hopes its thought leadership will make it the go-to service provider in the arena.

“We can help clients establish and manage blockchain ecosystems, cre-ating the technology infrastructure to establish the process and mechanism for ‘data veracity,’ the trustworthiness of data you’re building decisions on,” he said. These are areas of expertise beyond most corporate IT departments, accord-ing to Gottlieb.

“Many, many applications exist to cre-ate your blockchain,” he continued. “It’s built within a set of what we loosely call products: Ethereum, Hperledger, Ripple. Then you need to platform it: Are you put-ting it in MS Azure, into SAP, Amazon, or another blockchain service? It’s work,” he concluded of the process. “I don’t think it’s a do-it-yourself kind of thing. At the end of the day you’ve got to deliver an outcome to the people using it, and out-comes is the business we’re in.” n

Craig Gottlieb, principal director, Accenture Aerospace and Defense

It could sound like pie in the

sky, but blockchain doesn’t need a significant IT investment. You can be a mom-and-pop forging shop and register your product into blockchain. It’s a relatively low cost of entry.”

continued from page 26

Rockwell Collins and the internet of things

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NSC testing center gains momentumAero engine nacelles have become an important focus for Northern Ireland, especially with the Irkut 21 package. Michael Thompson, general manager of the Nacelle Group’s Nacelle Systems Consultancy (NSC), which has been involved in design work for the project, said NSC has for 15 years been conduct-ing design stress and certification work for airframers and engine manufacturers.

“And we also do fire testing,” he added. To highlight this, NSC has an aircraft seat that looks like it is on fire, which the company exhibits at shows such as Farnborough. “It gets people to stop and talk,” explained Thompson.

Opportunity KnockingAround three years ago, Thompson said, NSC realized it had developed a useful sideline in environmental testing and certification work, and saw that it had an opportunity. “So we built a new 6,000-sq-ft facility at Newry, with a series of test labs,” he said. This is now NSC’s Resonate Testing subsidiary.

The aim, said Thompson, is “to sup-port the aviation sector but also others,

such as rail.” Now, it is the only U.S. FAA-accredited lab on the “island of Ire-land,” meaning Northern Ireland and the Republic of Ireland.

“People bring parts of aircraft or pro-totypes to check their temperature and [conduct] fire tests,” he said, noting that the company tested a thrust reverser. He said NSC does thermal cycling, aimed at, for example, ensuring that composites

“don’t delaminate.”“Everything we do [at the testing lab] is

destructive. We are looking to test things before people go into production.” He noted, “We see composites being used in places we’d never expected.”

Interestingly, Thomson said “an old V8 Jag engine coupled to a Chieftain Tank supercharger is used to generate airflow…and a 1959 tractor coupled to a pump to create a pressure differential. This is pretty innovative.” All testing is recorded on video and “can be streamed to customers,” he added.

Invest NI was “very supportive” with setting the center up, said Thompson.

“People used to have to go to Florida or California for this kind of testing.” I.S.


Burning Seat that NSC/Invest NI displayed at the Dublin Aviation Summit in May. Michael Thompson said, “We’ll be taking this to Farnborough along with a mock-up of one of our big burners for engine system testing.”

Family-run Moyola factory is serving aerospace well by Ian Sheppard

Mark Semple, managing director of Moyola Precision Engineering of Castle-dawson, County Londonderry in Northern Ireland, gave AIN a tour of the company’s recently expanded factory by the Moyola River. (Lord Moyola was the last prime minister of Northern Ireland before 1922, when it became part of the U.K.)

Semple said one of Moyola’s main contracts is on the Lockheed Martin F-35 (Joint Strike Fighter) program, which is why entering its facilities requires cer-tain formalities to comply with U.S. ITAR regulations. It also machines parts for the Airbus A400M airlifter (wingtip ribs), Eurofighter, and some Gulfstream busi-ness jets.

Semple said it’s a family business, owned by him and his father, who started it in 1976. It moved to Castledawson in 1982 and now also has a 35,000-sq-ft plant in nearby Magherafelt.

On the airliner side, a 2017 order for C Series wing ribs (300) was a major con-tract (it does two-thirds of all C Series ribs), along with the fixed trailing edge for the Airbus A350, and it produces A350 fuel covers and A380 retrofit flap fairings. It has also been designated as a preferred supplier for the likes of MBDA and Thales.

According to Semple, such work “probably” means Bombardier no longer

accounts for the majority of its work.Top of Semple’s in-tray is SC21, the

ADS supply chain excellence program. “We hope to have Gold by Farnborough,” said Semple, “We would be the first in the UK.” He recognized that Moyola may be one of two to get this honor, with Denroy Plastics also applying.

“In 2018 we developed the M3 [M- cubed] manufacturing system,” he said. He pointed out five-axis machine tools, each one of which entailed in the region of £250,000 ($330,520) in investment. He estimates that in total Moyola has £18 mil-lion worth of machine tools, “£5 million in the last three to four years.”

Noting the company’s specialization in machining metal, he said, “Composites are not the answer to everything.” Also, as aluminum “expands and contracts, tita-nium often works better with composites.”

He added that titanium isn’t rare, “It’s just expensive,” especially to machine, as something taking 40 minutes with an aluminum alloy can take seven hours with titanium alloy.

“We do a lot of R&D to make sure we’re the best in the world at what we do,” said Semple, who added training is also a high priority. In fact, apprentices do National Vocational Qualifications with one day a week spent in college. Along

with machine operators, Moyola also has design engineers, and 12 on its CAD team.

“This is the biggest in Northern Ireland aerospace,” said Semple, and accounts for around 10 percent of Moyola’s workforce.

“They’ve all done their apprenticeships here,” he added. n

Mark Semple, Moyola’s managing director, oversees parts manufacturing serving a range of aircraft from the A400M airlifter to the Lockheed Martin F-35 Joint Strike Fighter.

We do a lot of R&D to make

sure we’re the best in the world at what we do.”

— Mark Semple managing director, Moyola Precision Engineering

As a result of its routine periodic re-view, EASA has proposed several up-dates to its Part CS-25 large airplane certification regulations. They include proposed changes to cockpit controls, ventilation operation, oxygen quantity, and a correction to a flap and slat inter-connection advisory circular reference.

While some manufacturers and air-worthiness authorities, including EASA, already interpret control movement rules as requiring that pilots of different stature “be able to adequately and si-multaneously command full differential brakes and full rudder in the same di-rection,” this interpretation is not univer-sal. Consequently, EASA has proposed wording to clarify the rule’s intent.

The agency also proposed to make amendments that would add an accept-able means of compliance for operating ventilation systems with the air condi-tioning off. Regarding the quantity of available oxygen, EASA wants to amend requirements by introducing an excep-tion applicable to oxygen chemical gen-erators or small sealed, one-time use, gaseous oxygen bottles. Additionally, a new acceptable means of compliance is also proposed regarding the design and maintenance of these sources of oxygen supply to ensure that oxygen is available.

Comments on the notice of proposed amendments are due by September 18. n

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UTAS showcasing new hybrid-electric solutionsby Chris Kjelgaard

UTC Aerospace Systems (UTAS, Out-side Exhibit 4) is launching a new range of aerospace vehicle management com-puters (VMCs) which will have much greater processing power than any other VMCs available in the market, according to the company.

Tim White, president of UTAS’s Electri-cal, Environmental, and Engine Systems business, said that its newly launched VMCs will have multi-core processors to support customers needing huge process-ing capability both for fly-by-wire control needs and, more importantly, for auton-omous unmanned aerial systems (UASs). Providing autonomous systems with much greater processing power will help allow UASs to obtain civil certification, he explained, “as we prepare to get autonomy in the civil-certified environment because they’re not civil-certified right now.”

In addition to providing the environmen-tal control system, air turbine starter, and flow-control valve for KAI’s KF-X fighter (a contract win UTAS announced on February 6 at the Singapore Airshow), UTAS has also won a contract in partnership with Korean company KAES Hanwha (Chalet B24) to provide the aircraft’s main electrical power generation system. It will include a new variable-speed constant frequency (VSCF) generator, which will be the first new mili-tary-aerospace generator of its kind in more than a decade, according to White.

He said UTAS’s new VSCF generator offers 10 percent more power density than its existing VSCF generators flying today and is also more efficient. The generator has an integrally packaged converter and control unit that electronically converts the variable speed output of the generator into the desired constant-frequency out-put power.

UTAS’s Hybrid/Electric Power R&DFormerly the head of UTAS’s Electrical Systems business, White now oversees an expanded range of activities for the com-pany as a result of its decision to combine the Electrical Systems, Environmental Sys-tems, and Engine Systems businesses into one much larger unit. UTAS combined the three because, he said, “As we look into the future of hybrid-electric propulsion and sixth-generation fighters, the con-sequences of controlling and managing power systems, and thermal management, and integrating these with propulsion, puts us in a position where we can provide inte-grated systems rather than the federated systems” the company offers now.

As a direct consequence, much of UTAS’s R&D effort is focusing on key areas of prod-uct development intended to enable aircraft manufacturers to design commercial aircraft with more-electric systems architectures

and/or with hybrid turbine-electric propul-sors, as well as military aircraft with greatly improved thermal-management capabilities and small civil aircraft that are completely electrically powered.

Ubiquitous on virtually all modern commercial aircraft as the supplier of their electrical power-generation and dis-tribution systems, emergency power sys-tems, and environmental control systems, UTAS provides both the environmental control system for the electric-architec-ture Boeing 787 and the power generation and control system for the Lockheed Mar-tin F-35 sixth-generation fighter.

“We see those product lines being applied to the hybrid-electric propulsion market,” said White. “We have been quite active in developing products and meeting clients [involved in] hybrid-electric and electric propulsion [projects]. We certainly see a market for hybrid-electric propulsion [but] in our view it is not broadly applica-ble across the entire range of aircraft, for reasons to do with the specific power stor-age of jet fuel compared with batteries.”

Because jet fuel has 50 times the power density of today’s batteries, fully electric and hybrid-electric propulsion won’t be viable anytime soon for large, long-range aircraft, according to White. However, the electric-propulsion situation for smaller aircraft is better, because they can fly lower and slower to save energy. For a 500-nm mission with 12 passengers, battery pow-er-density capability will need to improve by a factor of approximately six over the state of the art today to be all-battery powered.

There is hope, said White: because so many companies are investing in battery R&D—UTAS isn’t one of them, because it wants to let other companies concentrate on battery technology while it concen-trates on systems technology—power den-sity will soon improve. Current projections

show the power density of batteries improving by a factor of three over the next 10 years, according to White.

“We see hybrid-electric solutions that supplement the engines with some bat-teries,” he said. “We see a sub-30-pas-senger aircraft as the first commercially viable market” for hybrid-electric pro-pulsion. Many customers are interested in developing such aircraft. Electric and hybrid-electric propulsion would offer OEMs and operators various benefits, according to White.

They would take less time to build, because their aircraft wiring runs would be reduced in scale, and they would have operating and maintenance costs 20 per-cent lower than aircraft with traditional propulsion systems because they would offer higher reliability and repairs would be less costly.

Such aircraft would also provide improved fuel consumption by means

of more efficient power extraction and control, be up to 85 percent quieter, offer reduced carbon emissions, and they would not leak hydraulic fluid. If oper-ators could implement quick battery exchanges for small electrically powered or hybrid-electric aircraft while they were on the ground, turnaround times could be reduced as well, because they would require less refueling, according to White.

Specific R&D EffortsA key R&D requirement for UTAS in sup-porting the development of hybrid/electric aircraft propulsion is to develop new, inte-grated systems hardware. The company is establishing a new lab that will allow it to integrate all the electrical-power systems for electrically and hybrid-electric powered aircraft. It is also developing technologies to improve the power density of its elec-tric actuation motors and motor controls. UTAS’s motors for the 787 offer five kilo-watt-per-kilogram power density, but it has an R&D effort in place to increase the motors’ power density to 10 kW/kg. At the same time, UTAS is working on megawatt-class motors for hybrid-electrically powered aircraft.

“It’s our understanding that these will be higher-voltage systems,” said White. “They

will be in the kilovolt range, whereas today commercially available systems are 150 to 235 volts. But kilovolt systems present challenges on protection and control,” and UTAS is working hard on both those areas.

“We’re spending significantly on controlling power as it is being generated or distrib-uted by hybrid-electric propulsion systems. That will be essential for civil certification of such systems. We think we can offer a lot of domain knowledge,” because of UTAS’s extensive experience with military-aircraft power and thermal management.

Future electrically/hybrid powered commercial aircraft and military aircraft will have megawatt-class electrical power requirements; the 1.5-megawatt-class Boe-ing 787 already does. But megawatt-class aircraft “present thermal management problems,” said White. “We see a conflu-ence between the higher power required for hybrid-electric propulsion and the higher electric-power needs for advanced military

aircraft,” which will result in a require-ment to reject waste heat from the aircraft. UTAS is working on half a dozen U.S. gov-ernment-funded projects researching this area and is running “thermal-management labs to test and validate high-temperature heat exchangers in much more difficult environments than today’s commercial sys-tems,” he said. These heat exchangers will be “placed in higher-temperature areas of engines to provide thermal management.”

In parallel with its R&D efforts focusing on aircraft electrical propulsion, electri-cal-power aircraft systems architectures, and improved thermal management, White’s business unit is performing R&D aimed at developing more intelligent and connected aircraft systems. It is doing so to help aircraft operators improve opera-tional efficiency and also to give UTAS new insights that will allow it to design and man-ufacture highly reliable aircraft systems.

UTAS has established a new Intelligent Aircraft Technologies Lab in Rockford, Illinois. This lab will focus on developing health-monitoring solutions for gener-ators, air compressors, fans, and motor controllers, but its health-monitoring R&D activities are planned to expand to include many other components. n


UTAS will provide the environmental control systems, air turbine starter, flow-control valve, and main electrical power system for KAI’s KF-X fighter.

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Challenger 350 earns its steep approach OKby James Wynbrandt

Bombardier’s super-midsize Challenger 350 business jet has received steep approach certification from Transport Canada, the company announced on Monday at the Farnborough Airshow. The approval opens

“countless” airports to the aircraft, said the Canadian OEM, including London City Airport (LCY), with its steep 5.5-degree approach angle and short runway.

During the steep approach certification flight-test campaign, a Challenger 350 per-formed several takeoffs and landings at LCY to demonstrate this operational capability. EASA and FAA steep approach certification are expected this year. Current Challenger 350 operators can have steep approach capa-bility installed as a retrofit option at any of Bombardier’s service centers.

The news follows recent announce-ments from Bombardier that a Rockwell

Collins head-up display (HUD) and an enhanced vision system (EVS) are available as an option on the Challenger 350.

Premier CabinBombardier (Chalet A5, Outdoor Exhibit 26) also announced UK-based TAG Avia-tion (sister company of TAG Farnborough Airport) has introduced the first Global 5000 equipped with a Premier Cabin for charter service in Europe. The aircraft will be based in Paris. The Premier inte-rior, inspired by the Global 7500’s cabin, was introduced on the ultra-long-range

Global 5000 and Global 6000 last year. With a range of 9,630 km (5,200 nm),

the Global 5000 can connect Geneva to Miami and London to Seoul non-stop at a cruise speed of Mach 0.85, and is already certified for steep approaches, including London City Airport.

TAG’s Global 5000 represents the ninth addition to its managed fleet since receiv-ing its Air Operators Certificate (AOC) from Transport Malta last year, and more additions are expected this year, TAG said. The operator also holds AOCs in Switzer-land, the UK, and Bahrain. n

G600 debuts at Farnborough by Kerry Lynch

Gulfstream’s newest business jet is mak-ing its first appearance at the Farnbor-ough International Airshow this week as the long-range, large-cabin jet continues its march toward certification. The G600 appears at the biennial Farnborough air fair after it made its European debut at the European Business Aviation Convention and Exhibition in May.

The display comes as the model was set for field-performance testing this summer, has undergone mechanical systems certifi-cation, and had completed data collection

for development of a FlightSafety level-D full-motion simulator. Certification of the model is anticipated later this year, follow-ing approval of its smaller sibling the G500.

The G600 is joining the G500, the ultra-long-range G650ER, and the super-mid-size Gulfstream G280 in Farnborough. Noting that 225 Gulfstreams are based in Europe with the London area marking the highest volume of Gulfstream traffic in the region, the company underscored the importance of the market.

“Our European fleet has grown by more

than 15 percent since 2013,” said Gulfstream president Mark Burns. “The region contin-ues to be one of our strongest international markets, as evidenced by the investments we’ve made there, including appointing a dedicated regional senior vice president of sales and planning a new company-owned European service center.” Gulfstream recently announced TAG Farnborough as the location of its company’s newest pur-pose-built service center in Europe.

In addition to promoting its business jet product line, Gulfstream is eying the special-mission market at Farnborough, highlighting models such as the modified U.S. Navy Telemetry Range Support Air-craft (a G550 variant) and aeromedical evacuation platforms. n

News ClipsUBS sees potential for single-pilot airliners by 2023UBS has released a research report concluding that manufacturers could launch single-pilot cargo and commercial passenger airplanes by 2022 and 2023, respectively. The firm supports its claim with analysis of recent technological advances, including equipment developed by M2C Aerospace that allows for autonomous flight by cargo aircraft. For passenger aircraft, it noted that commentary from Airbus and Thales suggests reduced crew requirements allowing for single-pilot flight within five years.

However, said UBS, experts at Thales have indicated that security, reliability, and retrofitting remain obstacles to adoption.

Meanwhile, consumer resistance could also limit adoption, said UBS. A survey it recently conducted indicates a majority of consumers expressed an aversion to flying on either pilotless or single-pilot airplanes.

Barnbrook Systems marks 40th birthdayUK-based Barnbrook Systems is exhibiting at its 12th consecutive Farnborough Airshow and simultaneously marking its 40th anniversary as a component supplier. Its customers include Boeing, Rolls-Royce, BAE Systems, Leonardo, Gulfstream, Safran, GE Aviation, Eaton, and Hindustan Aeronautics. Barnbrook provides electromechanical and solid-state relays, circuit breakers, actuators, test sets, pressure transducers, and interconnect systems.

Family-run Barnbrook (Hall 1, Stand 1320) is a long time member of the Farnborough Aerospace Consortium. The Fareham, Hampshire-based firm has vibration and environmental test facilities and repairs and overhauls contactors and engine control units, as well as builds new ones. “We look forward to welcoming existing clients and associates to our stand and making valuable new contacts during this year’s show,” said managing director Tony Barnett.

Black Eagle hunts for buyersIsrael’s Steadicopter unveiled its Black Eagle 50 rotary unmanned aerial vehicle (RUAV) at the Eurosatory show in Paris last month. The 30-kg (66-pound) craft can carry a three-kilogram payload and a communication range of up to 100 km (62 miles). Service ceiling is 9,000 feet, and the 2.5-meter-long RUAV has a cruising speed of 45 knots. It can hover for up to three hours and has a flight endurance of up to four hours.

The Black Eagle 50 is currently “in demo mode, with a number of customers around the world ahead of expected orders in the coming months,” according to Noam Lidor, sales and marketing manager for Steadicopter.

“We have developed a system to provide a real tactical response to ISTAR missions at sea and on land,” said Lidor. “Most similar platforms on the market are much larger and heavier, resulting in cumbersome maintenance, mobility, and operation, as well as less flexibility and agility.” n

London City Airport is among the airfields now available to Challenger 350 operators.

With its certification testing program winding to a conclusion, Gulfstream’s G600 is here at Farnborough along with three of its bizjet siblings.

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Esterline’s business takes off at Farnborough 2018by Samantha Cartaino

Esterline (Hall 1, Stand 1180) is announcing several agreements, new products, and prod-uct updates this week at the Farnborough Airshow. While Esterline Belgium signed a memorandum of agreement (MOA) with Lockheed Martin as part of the F-16 replace-ment program’s essential security inter-ests, its CMA-5024 GLSSU received EASA approval on the A320 series for ADS-B Out. Esterline Avionics Systems also announced the new CMA-6024 and Esterline Corp. revealed it was chosen by a Gulf country to a complete a helicopter platform upgrade.

The MOA between Esterline Belgium and Lockheed Martin (Hall 1, Stands 1202 and 1308), which mainly concerns avionics and rugged display products, allows both companies to develop further long-term partnerships if the Belgian government chooses the F-35 as a successor to its F-16s. This is not the first time the two companies have worked together. In 2015, Esterline Belgium along with Ilias Solutions, Sabaca, and Sonaca, arranged an initial agreement with Lockheed Martin for further collabo-rations in the F-16 replacement program.

At the same time, Esterline Avionics Sys-tems announced PMV Engineering attained

EASA approval to upgrade the older GPSSU with CMC Electronics’ CMA-5024 for the Airbus A320 family. The product, which is a satellite-based augmentation system (SBAS) GPS receiver, can be used in collab-oration with ASB-B Out STCs from PMV Engineering or others to meet ADS-B Out mandates. The CMA-5024, which allows the aircraft to use SBAS navigation throughout the flight, recently completed ground tests and flight tests on a Boeing 737NG. An STC is expected in the fourth quarter for all Boe-ing 737NG variants.

Esterline Avionics Systems also announced the new CMA-6024 GPS. This new precision aircraft approach sensor from CMC Electronics that supports both SBAS LP/LPV and ground-based augmenta-tion systems (GBAS GLS). With the ability to be integrated into a range of aircraft, it will be certified to the current and upcom-ing regulatory requirements such as TCCA and FAA TSO requirements, the current RTCA minimum operational performance specifications, and design assurance level.

Esterline Corp. was chosen for a mid-dle-to-heavy helicopter upgrade by a Gulf country, which includes Esterline integrated helicopter solutions (IHS). The IHS fea-tures a glass cockpit with MFD-3068 and RDU-3068, a flight management system such as FMS-9000, the GPS landing system CM-6024, and more. Ultimately, the upgrade addresses obsolescence while enhancing safety by installing helicopters with Esterline Avionics Systems technology. n


Honeywell hypothesizes airline connectivity boomby James Wynbrandt

The commercial aviation industry is on the cusp of a wave of technology invest-ment fueled by advances in high-speed, in-flight Wi-Fi connectivity, with about half in the industry planning to spend up to $1 million per aircraft, according to a recent survey from Honeywell Aerospace.

Connected technologies use data sent to and from aircraft to benefit passen-gers, pilots, and operators, according to industry definitions, with examples including apps that track fleet fuel usage; crowdsourced weather information; and analytics of data gathered from “smart” sensors. Indeed, while airlines are invest-ing heavily in providing onboard Wi-Fi to passengers, the Honeywell Connected Aircraft Report, released last month, finds that most of the coming investment wave will be focused “beyond the cabin,” with maintenance applications aimed at low-ering operational costs as the top driver for the spending.

“Our research revealed nearly 60 per-cent of airlines are looking to purchase predictive maintenance technologies

over the next year, and even more are expected to invest down the road,” said Kristin Slyker, v-p of connected aircraft at Honeywell Aerospace.

Based on a survey of fleet management personnel, flight and ground crews, main-tenance personnel and other key stake-holders, the report states that 86 percent of respondents expected to make con-nected aircraft investments within the next year, and 95 percent are planning such investments within five years. Most plan to invest $100,000 to $500,000 or more per aircraft over the next five years, with about half intending to spend up to $1 million per airframe.

With fuel accounting for 20 to 40 per-cent of an airline’s operating costs, fuel burn reduction is the number-two driver of connected aircraft investments, behind only preventive and predictive mainte-nance afforded by a connected aircraft. A third factor driving the intent to spend is a desire to control aircraft turnaround time, to keep pushbacks on schedule and improve the customer experience. n

GE displays open avionics demonstrator GE Aviation has brought an integrated open avionics demonstrator to the Farn-borough Airshow. Showcased in its pavil-ion (P2) in the form of a fully functional open systems flight deck, the demonstra-tor incorporates the hardware, tools, and infrastructure to support a range of con-nected software applications.

“With our domain experience in existing open systems on the Boeing 787 and the Gulfstream G500/G600, we’re seeing how significant improvements can be made for the wider aviation industry,” said Alan Caslavka, president of avionics for GE Aviation.

“Our customers tell us that they have major frustrations with the inflexibility and high cost of change in some avionics systems. We aim to give our customers the tools to control the configuration of their own systems, avoiding vendor lock and creating a lower-cost route to innovation.”

“Customers have highlighted cautions and warnings, system synoptics, checklists,

and military mission applications as those in need of frequent customization,” added Caslavka. “And we have OEMs today using our beta tools to validate their effectiveness and the value they can unlock.”

Aside from the main flight deck displays, in recent years electronic flight bags have gained in popularity. However, current EFB applications cannot integrate or seamlessly connect with the aircraft’s flight manage-ment system (FMS). By defining an open secure and certified route to sharing data, GE can provide the pilot with the ability to optimize route planning on an EFB and deploy it directly into the aircraft flight plan via the FMS. GE’s open avionics demonstra-tor illustrated that capability.

GE Aviation continues to invest in open flight-deck technologies in partnership with the UK government, BAE Systems, Rolls-Royce, and Coventry and Southamp-ton Universities via the Aerospace Technol-ogy Institute (ATI) and Innovate UK. G.P.

CMA-5024

Prim and proper pre-show preparationsAircraft on the static display are flown in days before the Farnborough Airshow so that they can be readied. This year, more than 80,000 visitors are expected to get up close and personal with the aircraft on display. They range from military aircraft to business jets.

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UK MoD forms permanent rapid capabilities office by Chris Pocock

The UK Ministry of Defence (MoD) is mak-ing permanent a streamlined acquisition unit that was started as an experiment two years ago. The Rapid Capabilities Office (RCO) has injected a sense of innovation and urgency by “supercharging, not sub-verting, the system,” according to Air Vice Marshall “Rocky” Rochelle, the MoD’s chief of staff for capability and force development.

The British RCO has followed the lead given by a similarly named and chartered organization in the Pentagon. Like Bob Work, who headed the American RCO, Rochelle has stressed the ever-accelerat-ing pace of commercial information and systems-technology development, and the need for the defense world to exploit this. “Why aren’t we doing acquisition like Google or Elon Musk?” he asked.

“We have a culture that strives to achieve 100 percent solutions but it is handi-capped by risk aversion,” Rochelle said at the Air Power Conference in London last

week. “The current way of doing things often leads to costly and extended inte-gration of capabilities.”

Like its U.S. counterpart, the British RCO is working a number of classified projects. But Rochelle has publicized two efforts. One was the development and launch of a satellite named Carbonite 2 that is now providing color video surveillance imagery from space. The other was an active decoy system named Britecloud that was fielded on the RAF’s Tornado combat jets. Rochelle

revealed that development funding for these efforts was shared equally between the MoD and the contractors—Surrey Satel-lite Technology and Leonardo, respectively.

The RCO is currently studying future combat aircraft concepts with BAE Sys-tems, Leonardo, MBDA, and Rolls-Royce in a grouping named Team Tempest. This work is running in parallel with the Anglo-French Future Combat Air Systems studies that BAE Systems and Dassault Aviation have been leading.

Rochelle said Team Tempest is focused on open systems design, modularity, and affordability through applications. Earlier this year, the RCO issued an RFI for dis-pensible combat UAVs. It went to small and medium-sized companies and to academia, as well as to defense companies.

As Rochelle noted last week, the develop-ment of next-generation capabilities should avoid “a dogged fixation on platforms.” Information will be the lifeblood of the future, he said. The RCO is exploring “agile” rather than “fixed” command and control, because “the opposition will try to disrupt our [command and control], so we need multiple pathways to get the information forward.” Rochelle also emphasized multi-ple rather than single domains; and much greater fusion of sensor information. n


Air Vice Marshall “Rocky” Rochelle revealed two of the RCO’s projects.

GaN radar to enhance Patriot air defenseDrawing on internal and government R&D funds Raytheon has been a pio-neer of gallium nitride (GaN) semicon-ductor technology, with its own foundry to produce durable, military-grade transmit/receive modules (TRMs) for active electronically scanned array radars. The technology is already employed in the company’s SPY-6(V) air and missile defense radar that is being developed for U.S. Navy vessels, and in the next-generation jammer for EA-18G Growler electronic warfare air-craft, and now it is considered as pro-duction-ready as part of the ongoing modernization effort for the Patriot air defense system.

GaN is revolutionizing the radar world. Compared with radars based on gallium arsenide (GaAs) semi-con-ductors the technology allows arrays to provide more capability and range, while consuming less energy. It also offers lower life-cycle costs than GaAs radars by allowing the removal of sev-eral “readiness drivers,” or elements in the radar’s critical path of processes that have exhibited higher failure rates, in turn reducing maintenance require-ments and increasing mean time between failures.

Using company funds and identify-ing a desire by many of the 16 Patriot customers to adopt the technology at some point, Raytheon has adapted its GaN technology to the Patriot applica-tion, and has already amassed around 3,000 hours of trials time with Patriot GaN arrays.

Many customers also have a desire to move away from a sector-based air defense to a 360-degree coverage. Raytheon has already demonstrated a 360-degree capability by linking separate GaN arrays, demonstrat-ing the seamless hand-off of targets from one to another, and is now in the process of building an integrated 360-degree radar, which will enter test soon. While this is considered to be the “full spec” GaN product, the company recognizes that some cus-tomers might prefer to retain a sec-tor-based capability with a staring array, which remains of considerable relevance in the air defense segment.

At present, there is no clearly defined timeline for the fielding of a 360-degree GaN radar for Patriot, but it is an important element in the long-term modernization plan for the international user group, which plays a major part in driving and funding Patriot developments. However, new user Poland has outlined a desire to have a 360-degree GaN radar in around four years. D.D.

StarLiner takes center stage for Elbitby David Donald

Elbit Systems of Israel has begun a global marketing campaign for a certifiable ver-sion of its Hermes 900 MALE unmanned aircraft system (UAS). A variant known as the Hermes 900 heavy fuel engine (HFE) has already been purchased by Switzerland, which has ordered six to replace its RUAG Ranger UAVs. They are currently being assembled for delivery next year.

Being marketed as the Hermes 900 StarLiner, the certifiable version has been adapted to be fully compliant with NATO STANAG 4671, allowing it to be operated alongside manned aircraft in non-segre-gated airspace. Along with all elements of

the air vehicle being designed in accor-dance with certification requirements, the StarLiner includes advanced sense-and-avoid technology with both cooperative and non-cooperative capabilities, terrain avoidance warning, and automatic takeoff and landing in near-zero visibility. The UAS is equipped with de-icing and lightning- strike sustainment capabilities, and has redundant broadband line-of-sight and beyond line-of-sight datalinks.

Elbit (Hall 1, Stand 1354) has now com-pleted a year-long campaign of flight tri-als over the Masada national park, which were authorized by the Civil Aviation

Authority of Israel. The StarLiner should be ready to begin operations in Switzer-land within the national airspace system and further afield in Europe after it has been delivered.

The baseline Hermes 900 is an out-growth of Elbit’s successful Hermes 450, employing similar control architecture. It serves with the Israel Air and Space Force with the name Kochav (“star”) and first saw action in July 2014, although it was not declared fully operationally ready until August 2017. Other customers for the Hermes 900 include Chile, Colombia, and Mexico. n

The Hermes 900 StarLiner is a variant of Elbit’s Hermes 900 MALE UAS. The aircraft recently completed a year of flight trials in Israel.

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HAL preps for battle in competitive India marketby Neelam Mathews

As the Indian aerospace and defense manufacturing ecosystem slowly moves towards the “Make in India” initiative along with policy changes to support it, the landscape is likely to prove challeng-ing to government-owned manufacturers such as Hindustan Aeronautics Ltd (HAL, Chalet K7). Private industry is bringing competition and manufacturing capa-bilities are being enhanced, presenting growth opportunities for Indian defense manufactures such as Tata Group, Mahin-dra Defense Systems, Dynamatic Technol-ogies, and Larsen & Toubro.

HAL continues to be the market leader as India relies on imports to meet 70 per-cent of its defense requirements, with the remaining 30 percent met by domestic companies. Although India has sought to diversify its procurement sources, with a recent focus on the U.S., Russia continues to dominate Indian defense equipment spares imports, given that around 65 per-cent of its defense equipment is Russian (and maintained by HAL).

According to HAL’s recent annual

report, “Combat aircraft [and] helicop-ters in the light and medium weight cate-gories offer excellent opportunities in the near future. The company has infrastruc-ture and expertise and these will have an edge over competition in the short term.”

HAL said it is working on collabora-tion with OEMs, research laboratories, and academic institutions to enhance the company’s future product portfolio, including projects like the advance light helicopter weaponized version, light com-bat helicopter, and light utility helicopter.

In addition, the basic trainer aircraft, Hindustan turbofan engine, UAVs, Jag-uar Darin III upgrade, and Mirage 2000 upgrade “are moving closer to fruitful-ness, and these projects are expected to lead the company to expand its business horizon over a period of the next 10 to 15 years,” the company added.

Recently, HAL completed the first green helicopter for the Indian Coast Guard, including the installation of basic systems. HAL’s contract with the coast guard includes performance-based

logistics support for five years. Deliveries of 16 fixed-landing gear helicopters to boost low-intensity maritime operations and coast security capabilities are sched-uled to start in 2020.

Civil InroadsHAL claims to have “made significant progress towards diversification into the civil segment” to leverage the growth prospects of India’s civil aviation sector, which is growing at 16 percent per year. The progress of the regional connectiv-ity scheme that connects remote and underserved airports to larger cities has

driven HAL to offer its Dornier Do-228 civil variant, a 20-seat light transport for short-haul flights.

A HAL built Do-228 was recently deliv-ered to the president of the Republic of Seychelles to assist in policing its economic zone. The aircraft is fitted with 360-degree surveillance radar, forward-looking infra-red system, satcom, traffic alert and colli-sion avoidance system, enhanced ground proximity warning system, and other cus-tomer-specified sensors.

A SWOT (strengths, weaknesses, oppor-tunities, threats) analysis carried out by HAL identified potential focus areas in the external environment of the organization. While its strengths include a long credible history, manufacturing and MRO services, and four decades of experience in life-cy-cle support, limitations remain.

R.K. Tyagi, president of the Aeronauti-cal Society of India and former chairman of HAL, recently called for more empha-sis to be placed on meeting the emerging human-resource challenges in aviation and aerospace, in view of the growth potential of the sector during the coming decades. Tyagi said there will be a need for one million professionals in the avia-tion sector in the next decade.

HAL has acknowledged that “depen-dence on Indian defense customers and on foreign suppliers for critical technolo-gies and raw materials, a weak supply chain system, and a lack of diversified product portfolio” are a constraint to growth. Opportunities are being tapped to serve a fast-growing civil aviation market, with an emphasis on manufacturing, the export market for light helicopters, and HAL being a “single-window solution provider, an OEM of major platforms.” n


Dynamatic Technologies grows UK businessWith three manufacturing facilities in the UK and sister plants around the globe, India-listed Dynamatic Technologies (Hall 1, Booth 1340) has “turned the industry on its head,” Udayant Malhoutra, managing director and CEO, lightheartedly sug-gested to AIN. His company has taken a revolutionary path and in a decade become a Tier 1 sole supplier to the Air-bus A320 family. Dynamatic recently

delivered the first commercial set of A330 flap track beams produced jointly in the UK and India. The facility has one of the largest and most flexible automated cells in Europe with robot loading and unload-ing of five-axis machine tools producing monolithic components.

Boeing’s co-production partnership with Dynamatic includes the manufacture of aft pylon and cargo ramp assemblies for the CH-47F Chinook and the P8-I Pose-idon. The company also produces the fuselage for the Bell 407.

“We are investing and growing busi-ness in the UK, which is unique in some ways,” said Malhoutra. “Bristol, which is the center of design production, is also the sweet spot of precision engineering. By putting robots there, we have tre-bled the headcount into artificial intel-ligence and advanced robotics since we invested. We are not shipping products back to India for assembly.”

While most companies in India ven-turing into aerospace start at the low-est rung of the manufacturing ladder, Dynamatic chose the hybrid path. “We started with a clean sheet to see what operations were cost-effective and where,” he said. India was identified as offering the best value in 3D engi-neering at Bangalore with “a young class of talent that provided world-class

artisanal skills.” Europe was chosen for its machining skills, “which are not cost- effective in India.”

The company has also entered into a partnership with Germany’s ThyssenK-rupp Aerospace for raw materials, global logistics, and supply chain management. The service center stores an entire range of materials used in the aviation industry: aluminum, titanium, and steel, speeding delivery of products cut and machined precisely to customer specifications.

While companies in India are increas-ingly acquiring western aerospace com-panies mainly for access to customers for sales, Malhoutra said, “We bought business in Europe that feeds into our supply chain as we have to now grow this business dramatically on a global scale.”

One of the partnerships has been with tool manufacturer DMG Mori. The com-pany has invested heavily with DMG and has two of the largest machines that DMG manufactures, with one in Bangalore. “We are provided materials at speeds our com-petitors cannot dream of,” he said. “We are networking with the best rather than becoming a big industrial monolith.

“This is just the beginning. It is a trans-formation. One can choose to grow or change. We decided to change first,” said Malhoutra. N.M.

British Prime Minister Theresa May met with Dynamatic Technologies CEO Udayant Malhoutra at its Bangalore facility in 2016.

HAL continues to be a market leader in India bacause of aircraft like its HAL Tejas, which is used in the Indian Air Force. However, competition is growing among manufacturers.

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MBDA spotlights modular air defense systemby David Donald

MBDA has brought its enhanced modular air defense solutions (EMADS) system to the Farnborough Airshow, displaying the system outside its chalet (Outside Exhibit 10) mounted on a test vehicle equipped with eight vertical-launch canisters. EMADS is the export version of the Land Ceptor system for the British Army, which uses the MBDA common anti-air modular missile (CAMM).

Italy is the lead customer for EMADS, which was selected in mid-2017 to replace its SPADA system that is based on the Aspide missile. A final contract is expected this summer, with entry into service slated for 2021.

Whereas Land Ceptor employs the reg-ular CAMM missile—as does the Royal Navy’s ship-based Sea Ceptor system—the EMADS for Italy employs the CAMM-ER extended-range missile, which has a long-burn rocket motor in a wider-diameter aft body. It also has long-chord strakes, which are added to provide aerodynamic stabil-ity and increased rigidity for the missile’s body. This version has a range of more than 40km (25 miles) compared to the 25km (15.5 miles) of the basic CAMM.

Both versions can use the same launcher. The CAMM-ER is soft-launched pneumat-ically to clear the canister, after which thrusters turn the missile to its optimum

attitude before the rocket motor ignites. Both also have a radio frequency (RF) seeker that provides excellent perfor-mance against a wide range of aerial targets, including those with very low thermal sig-natures such as glide bombs. All eight mis-siles can be fired rapidly against separate targets, and have a two-way datalink that allows midcourse updates to be relayed by the launcher via a mast-mounted aerial.

An EMADS launcher can be carried

by any suitable vehicle, the Land Ceptor being mounted on a MAN 8x8 while the Italian EMADS uses an Iveco vehicle. The launcher itself can be easily offloaded for temporary employment in a fixed loca-tion. The system can also be paired with any suitable radar, the British Army using the Saab Giraffe AMB while Italy has selected the Leonardo Kronos. An option will include a mast-mounted electro-opti-cal sensor for passive tracking. n


MBDA boasts new high-tech factoryMissile systems specialist MBDA arrives at Farnborough International Airshow on the heels of officially opening a new high-tech manufacturing facility in Bolton, UK, for the production of inert missile equipment and systems. The Rt. Hon. Gavin Williamson MP, UK Secre-tary of State for Defence, presided over the ribbon cutting earlier this month.

Employing some 670 highly skilled design, engineering and manufacturing employees, MBDA said the new £50 mil-lion ($66 million) facility will significantly improve its design, test, and production capabilities. A number of key missiles for the UK armed forces are being produced at the site, including Brimstone, ASRAAM, CAMM (Sea Ceptor and Land Ceptor), SPEAR and Meteor.

The UK government has inked a £400 million ($527 million) contract with MBDA (Outside Exhibition 10; Innovation Zone 3499) to help create an additional 100 jobs.

“You can’t have prosperity without security,” said Williamson. “MBDA in Bolton is keeping Britain safe while creat-ing highly skilled jobs and opportunities.”

As part of the opening ceremonies, MBDA officials re-signed the Armed Forces Covenant, reiterating the com-pany’s commitment to supporting the UK’s military services.

With a significant presence in five European countries and the U.S., and more than 90 armed forces customers worldwide, in 2017 MBDA registered €3.1 billion ($3.61 billion) in revenues, with its order book standing at €16.8 billion ($19.6 billion). The Paris-based company is jointly owned by Airbus (37.5 percent), BAE Systems (37.5 per-cent), and Leonardo (25 percent). J.W.

GKN Aerospace reinforces commitment to F-35by Mark Phelps

GKN Aerospace has inked a four-year agreement with Lockheed Martin to expand its production of bulkheads for the Lockheed Martin F-35 Lightning II, starting this year. The bulkheads are a critical structure in both the conventional takeoff and landing version and the car-rier version of the fighter. They require the longest lead time of any F-35 part and represent among the largest titanium forgings produced for any aircraft.

The production work will be per-formed at GKN facilities in Amityville, New York, and Wellington, Kansas. GKN

also supplies the F-35 program with criti-cal engine components, electrical wiring interconnection systems, canopies, and advanced composite structures. It also holds contracts for in-flight opening doors and the landing gear brace. The UK company, which was recently taken over my venture capital company Melrose, also services and maintains the landing gear for the European and Pacific F-35 fleets.

Mike McCann, CEO of GKN Aerostruc-tures and Systems for North America, said, “Collaborative engineering efforts between GKN Aerospace and Lockheed

Martin enable us to maximize efficiencies to help reduce unit prices within the con-tract and support cost reductions.”

Separately, GKN’s Garden Grove, Cali-fornia, center of excellence has developed a new hydrophobic coating for cockpit windows, eliminating the need for wind-shield wipers on many aircraft. Requiring

just a one-time application for the life of the window, the coating sheds water and

“significantly enhances resistance to sur-face abrasion,” according to GKN (Chalet G1). Current testing with Airbus is explor-ing the effectiveness of the coating for not only rain protection, but also anti-icing properties. n

Italy is MBDA’s lead customer for its enhanced modular air defense solutions system. The system is the export version of the Land Ceptor system for the British Army.

GKN agreed to expand bulkhead production for Lockheed Martin’s F-35 Lightning II. The company already supplies the program with engine components, canopies, and more.

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CFM develops Leap shroud coating fixby Chris Kjelgaard

As of June, all new-production CFM Inter-national Leap-1A and Leap-1B engines delivered to Airbus and Boeing incorporate the permanent ceramic matrix composite (CMC) fix developed by CFM International. The fix mitigates an environmental barrier coating degradation issue that affected the CMC shroud surrounding the first high-pressure turbine stage of in-service examples, according to Gaël Méheust, pres-ident and CEO of the CFM joint venture.

Stressing that the CMC environmental barrier coating premature-loss problem has never represented a safety issue for any Leap engine, Méheust told AIN that, nonetheless, it has affected adversely the time on wing many in-service engines have been able to achieve. Loss of the coating reduces the amount of exhaust gas temperature (EGT) margin available to Leap engines, affecting their perfor-mance levels at high thrust settings. This lead to operators sending engines pre-maturely for performance-restoration maintenance shop visits after only a few thousand hours’ time on-wing.

Méheust said the coating degradation problem “is manifested after several thou-sand hours [in service] and is impacting both [Leap-1A and Leap-1B] models.” However, while by late June operators had sent about 70 engines to CFM and its MRO partners for premature performance-res-toration work, all engines removed by that date had been Leap-1As installed on Air-bus A320neos, he confirmed.

The Leap-1A-powered A320neo entered commercial service in late summer 2016, on an aircraft operated by Turkish carrier Pegasus Airlines. This was at least eight months before the first Leap-1B-pow-ered Boeing 737, a 737 Max 8 operated by Malaysian carrier Malindo Air, entered

commercial service on May 22, 2017.Once CFM became aware of the prob-

lem, it acted quickly to provide a tem-porary fix, according to Méheust. The fix relied on the fact that the designs of the two Leap models “had available extra EGT margin” which CFM knew about from testing but hadn’t yet made available to operators. So CFM engineers

“were able to restore 25 degrees of EGT margin through a service bulletin,” which instructed Leap operators to implement a Fadec software upgrade that immedi-ately provided them with some additional time-on-wing flexibility.

“This is very important, because it gives us the time to organize the return

of engines to the shop” and deliver spare engines to operators before any operator needs to ground any aircraft as a result of having to remove prematurely a Leap which doesn’t have enough EGT mar-gin available to continue operating, said Méheust. The additional time-on-wing flexibility has allowed CFM and operators to organize Leap removals and replace-ments without any aircraft on ground emergencies occurring.

“We don’t want any and we haven’t had any,” said Méheust. “We have special teams that do nothing but deal with the airlines and monitor their engine perfor-mance.” In addition, “we are doing quick [MRO] turn times to get these engines back” into service rapidly.

With the temporary fix in place, CFM developed a permanent fix for the coat-ing-degradation problem by changing the bonding material it had used to bond the environmental barrier coating to the sur-face of the CMC shroud segments. (The coating is required because the silicon carbide fiber/silicon carbide matrix CMC parts are adversely affected by water vapor in the exhaust gas flowing from the com-bustor.) “The fix was introduced in June into the production lines,” said Méheust.

Having the permanent fix in place is particularly important “because we see more and more that airlines are using [Leap-powered] A321neos and 737 Maxs on longer legs, exceeding eight hours,” he said. As a result, the Leap engines on these aircraft are rapidly accumulating substan-tial amounts of flight hours and providing CFM with lots of operational performance data. “We are very positive that Leap has the best-in-class performance…[and] the longer the leg, the better the fuel-burn improvement,” he said. n


Flying with the Bulls over Farnborough International AirshowThe Flying Bulls know how to put on a show. As a group of aviation enthusiasts, the team has a passion for flying that goes unmatched. The flying formation this year will feature a diverse selection of aircraft, including an Alpha Jet and the venerable DC-6.

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Turkish carrier Pegasus Airlines was the first operator to put the LEAP engine into commercial service, on an A320neo in the summer of 2016.

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AIA: U.S. aerospace industry dominant yet cautiousby Ian Sheppard

The Washington, D.C.-based Aerospace Industries Association (AIA; Chalet C5, Outdoor Exhibit R3) is preparing to cel-ebrate its centenary next year as it comes to Farnborough 2018 focused on “three things—investment, convening, and competitiveness,” CEO Eric Fanning told AIN. Meanwhile, the association is highlighting the dominance of—while also warning of complacency in—the U.S. aerospace industry, which generated $865 billion last year and now employs 2.4 million people, with $143 billion worth of exports.

“Our focus is on advocating that agencies give sufficient resources to do what they have to do [for invest-ment]. But convening is the powerful thing about AIA, bringing the indus-try and government together,” he said.

“For example, bringing in drones while maintaining safety.”

A fourth area, said Fanning, is the future workforce. “All four of these

areas come together at Farnborough in a fixed way this year,” he noted, add-ing that AIA is also involved with the Rocketry Challenge for sixth through 12th graders, with a competition tak-ing place on Friday at the show. Teams from Japan, the UK, France, and the U.S. are competing.

For the UK audience, Fanning said AIA is the equivalent of ADS, which runs the Farnborough Airshow through its subsidi-ary FIL. “We work with [ADS] closely also through colleagues in Montreal,” which Fanning said is an increasingly important center for aviation and aerospace.

According to Fanning, AIA has various roundtables “involving NASA, the FAA, DoD, and the White House” to discuss issues. “It’s probably the most exhaustive series of roundtables we’ve ever done,” he noted, adding that AIA “do convening also at other airshows such as Paris, Sin-gapore, and Dubai.”

The key issue AIA is involved with at

present is “the Trump Administration efforts on transparency of foreign military sales and cooperation,” said Fanning. “We want to ensure we don’t alienate our allies and partners.”

AIA employs around 50 people and is “focused mainly on what happens in the executive branch of government,” said Fanning. It has 340 member companies, many of which have international busi-nesses. “All the way from big primes through the supply chain, it’s important we represent the whole industry—it’s very important when meeting with gov-ernment people,” said Fanning.

While he admits there are other simi-lar associations, he said AIA is “the dom-inant aerospace and defense association, although some of our members belong to other associations, too. We help the industry speak with one voice.” AIA has more than 60 councils, committees, and working groups, although Fanning said he is “trying to rationalize these.”

In conclusion, Fanning said, “We’re proud of how dominant American com-panies are globally but always have to focus on staying competitive…maintain-ing agility…we have a lot of confidence and quality,” which he described as “the single biggest concern of the CEOs in our industry”–staying ahead. n

CargoLogicAir to focus on premium freight by Dan Catchpole

A Boeing 747-8 freighter’s advanced aero-dynamics and four powerful GEnx-2B67 engines give it the lowest unit cost per mile in the cargo world, so long as it is full of freight and flying, CargoLogicAir (Cargo Village, Outdoor Exhibit 32) chief execu-tive David Kerr said. “To make money with this plane, we have to fly it 15 hours a day” and make sure it is nearly full, he noted.

CargoLogicAir has a simple business

plan: fly a lot, fly full, and fly freight that costs a premium to ship, which Kerr calls

“business-class cargo.” That includes goods such as pharmaceuticals, which require controlled temperature and humidity and careful handling. Odd-sized items, oil and gas industry equipment, and aerospace goods are other freight that requires greater skill to ship—and brings in more revenue than commodity cargo.

“That’s how we make money with this air-plane,” Kerr said. Generally, premium cargo brings in about 20 to 100 percent as much revenue as standard freight, he added.

CargoLogicAir’s business plan is being pursued by its Russian partner, Volga-Dnepr Airlines, which is showing off one of its Antonov An-124s alongside CargoLogicAir’s 747-8F at the Cargo Village this week at the Farnborough Airshow. n

AlixPartners says aerospace revenue will triple over decadeAccording to a just-released annual aerospace and defense study from the French bureau of U.S-based consultancy AlixPartners, sup-port-services and digital will be the key drivers for the four major aircraft OEMs: Boeing, Airbus, Bom-bardier, and Embraer.

“OEMs are looking to increase serv ices revenue by more than three times in the next 10 years,” said Alain Guillot, man-aging director of AlixPartners in France.

The report suggests that global aerospace turnover will increase from $20 billion in 2017 to $66 bil-lion in 2027, with the main share provided by Boeing ($50 billion) and Airbus ($10 billion).

Services and MRO could be a growth driver for the aircraft manu-facturer even if the new aircraft mar-ket remains strong in the coming years. AlixPartners sees the recent acquisition of KLX by Boeing as “a clear sign of the big services ambi-tion of OEMs,” added Guillot.

Digitalisation will also play a key role in the future. According to AlixPartners researchers, full digi-tal transformation could bring a 20 percent cost reduction to adopters within 24 to 36 months.

The impact will spread over sev-eral areas, including product devel-opment (with design-to-cost 4.0), industrial operations (automation), and support and services (with pre-dictive MRO). “Airbus is playing a leading role in that movement with its new Skywise digital platform,” said Guillot.

The panel of commercial aero-space companies studied by Alix-Partners shows a global revenue of $341 billion in 2017, a 69 percent increase from $202 billion in 2007. The average EBIT margin of the sec-tor is 11.9 percent versus 9.9 percent a decade ago. G.L.B.AERO DEFENSE NEWS



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Because its GEnx-2B67 engines offer a lower unit cost per mile, CargoLogicAir’s Boeing 747-8 comes into its own for unusual cargo.

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StormBreaker kicks off operational testing phaseby Peter Dunai

Raytheon's StormBreaker bomb, the U.S. Air Force’s newest weapon, has entered the operational testing phase (OTP). Ray-theon, the U.S. Air Force (USAF) and U.S. Navy have begun StormBreaker bomb integration activities on the F-35, F/A-18E/F, and F-15E, the company (Chalet C9, Outdoor Exhibit 9) announced Monday.

According to Raytheon officials, it is a big milestone applying the new seeker, which works in three modes—an imag-ing infrared, for enhanced target discrim-ination; a millimeter wave radar; and a semi-active laser that enables the weapon

to track an airborne laser designator or one on the ground provided by a joint ter-minal attack controller.

Using folding wings, the bomb’s range exceeds 72 km (45 miles), providing standoff capability. One of StormBreak-er's key features is the ability to allow warfighters to tackle moving targets in adverse weather, according to Raytheon officials.

Née Small Diameter Bomb II (SDB II), StormBreaker, with its tri-mode seeker, is getting a step closer to providing USAF pilots the capability to strike maneuvering

targets. Cristy Stagg, program director, told AIN that, because of one of its com-petitors, it recently changed the name of the weapon to StormBreaker.

Beginning the operational tests with the F-15E as a platform could be of inter-est for other air forces fielding that air-craft on the international market, said Raytheon Missile Systems senior man-ager for business development J. Michael Heyser, addressing future international market options. The other threshold plat-form, from international viewpoint the key could be the F-35A aircraft, he added.

The first export deal involves Australia within the framework of the foreign mil-itary sales program. According to Heyser, the next wave of customers could be Euro-peans, but there is no firm time-schedule. For the U.S. Navy, integration of the new weapon onto the carrier-capable F/A-18E/F Super Hornet have begun. n

News ClipsBohler reveals growing revenue and customer baseSpecialty steel producer Bohler Aerospace, a division of voestalpine High Performance Metals UK, is highlighting at Farnborough International Airshow its strong increase in revenues and customers in the two years since its founding. While declining to cite specific numbers, Bohler attributes the performance to its “significant stock investment in aerospace materials in both British Standard and A.M.S. grades, combined with a great team work ethic.

Yet Bohler (Hall 4, Stand 41145) acknowledges the limitations of stockholding materials alone in serving the needs of customers, which include major turbine engine manufacturers, and is dedicated to partnering with them to find fast and efficient solutions, the company said. That objective is supported by the value-added services Bohler offers, which give customers access to cutting, machining, beveling, testing, and other assistance, including on-site testing for customers requiring additional certification to that supplied by mill test reports. These services can be harnessed to create turnkey customer solutions.

Additionally, as a major special steel producer, parent company Bohler Edelstahl’s metallurgical knowledge and manufacturing options can be leveraged to support specific customer requirements, from supply of additive manufacturing-branded powders to finished parts.

Northrop Grumman appoints new CEONorthrop Grumman’s CEO Wes Bush will be stepping down by Jan. 1, 2019, but will remain chairman through July 2019. Kathy Warden will take over as CEO and retain her position as president by January 1. Warden, who currently holds the positions of president and COO, will also serve as a member of the board, effective immediately.

“The board of directors has a strong focus on succession planning, and Kathy’s election as our incoming CEO and president enables us to ensure a seamless transition in this important leadership position for our company,” said Northrop Grumman lead independent director Don Felsinger. “The board appreciates the tremendous progress the company has made under Wes’s leadership and we look forward to building on this progress with Kathy as our next CEO.”

Warden, who joined Northrop Grumman (Chalet A17) in 2008, has served as the v-p and general manager of the company’s cybersecurity business, president of its former information systems sector, and president of its mission systems sector.

“I look forward to leading Northrop Grumman and driving performance for all out stakeholders; working with our employees, our customers, and our shareholders as we move our company forward,” Warden said. n

Evolved Seasparrow development right on target, says RaytheonRaytheon’s Evolved Seasparrow Missile (ESSM) Block 2 development is focused on the addition of a new guidance section with a dual-mode active/semi-active radar seeker, Brian Burton, senior director for Evolved Seasparrow Missile programs, told AIN. The successful flight test of the ESSM Block 2, intercepting a BQM-74E aerial tar-get recently conducted by the NATO Sea-sparrow project office, is the first to use the new Block 2 active guidance seeker-head. This test follows the successful completion of two controlled test vehicle flight tests in June 2017 and is the first in a series of live fire tests that will lead to the ESSM Block 2 missile entering production.

ESSM Block 2 initial operational

capability (IOC) is scheduled to for 2020. Block 1 is currently operational on approx-imately 200 U.S. and allied naval warships worldwide, according to Raytheon.

Regarding launcher options, Burton said the ESSM is flexible, adaptable, and easily integrated. It is currently deployed from four types of surface ship launching systems: the trainable MK29 guided missile launching system (GMLS), configurable with up to eight ESSMs;MK48 guided missile ver-tical launching system (GMVLS), with up to 16 ESSMs; MK56 GMVLS, capable of deploy-ing ESSM in variants ranging from four to 32 cells; and MK41 vertical launching system (VLS), configurable in multiples of eight-cell modules. When employed in the MK41

VLS, ESSMs are quad-packed into an MK25 canister, enhancing a ship’s firepower and depth of fire with each VLS cell capable of accommodating up to four Evolved Sea-Sparrow missiles.

Answering a question on future export options beyond members of the NATO Sea-sparrow Consortium, Raytheon officials said this is to be decided by the U.S. Navy and NATO Seasparrow Project Office. Raytheon and its supporting international industrial partners continue the development of the ESSM Block 2 upgrade, which is a coopera-tive effort among all 12 nations in the NATO SeaSparrow project consortium (the U.S. and nine other members of the consortium developed ESSM Block 2). P.D.

Locked and loaded, the F-15E fighter can carry seven groups of four StormBreaker bombs from Raytheon, for a total of 28 weapons.

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Philippine Airlines acquires its first A350by Mark Phelps

Airbus delivered the first of six Rolls-Royce-powered A350 XWB widebodies to Philippine Airlines (PAL) on Saturday at Toulouse, France. The aircraft will be operated primarily on nonstop services linking the island nation with North Amer-ica. The longest route, connecting Manila with New York, becomes a nonstop flight, with the A350-900 able to cover more than 8,000 nautical miles in both directions under year-round wind conditions. The New York-to-Manila segment previously required a fuel stop in Vancouver.

Lessor SMBC Aviation Capital added the A350 XWB to its overall fleet, the first to go to new customer PAL on sale and leaseback

and the seventh of the type to be financed by SMBC. Its Airspace by Airbus cabin is configured with 30 seats convertible to fully flat beds in business class, 24 premium economy seats with extra space, and 241 eighteen-inch-wide seats in the main cabin. The cabin is the quietest in the two-aisle class, according to Airbus. It also features enhanced humidity levels and lower cabin altitudes for passenger comfort. Full con-nectivity is also built in.

According to Philippine Airlines pres-ident and COO Jaime Bautista, “We will

benefit from the A350 XWB’s new-genera-tion efficiency, with a significant reduction in fuel consumption and lower maintenance costs. We believe that the A350 XWB will be a game changer for PAL as we compete with the best in the premium long-haul market.”

“We are confident that the A350 XWB will be a great success with Philippine Air-lines,” said Airbus chief commercial officer Eric Schultz, “and will enable the airline to reinforce its position as one of Asia’s lead-ing international carriers.” PAL is the 19th airline to operate the A350 XWB. n


Oerlikon inks deal for 3D printing with Ruag Spaceby Dan Catchpole

Swiss engineering and technology com-pany Oerlikon has signed a deal with Ruag Space to qualify and hasten serial production of 3D printed parts for use in space. The memorandum of understanding signed between the two companies at the Farnborough International Airshow marks another step in Oerlikon’s aggressive push into 3D printing. It is already a leading aero-space supplier of coatings and materials.

Oerlikon (Hall 3, Stand 3260) and Ruag Space already have been fine-tuning qualification and certification processes for a bracket for use on a payload fairing. Making full use of 3D printing capabili-ties, the bracket weighs 50 percent less, is twice as stiff, and costs 25 percent less to make compared to traditional manu-facturing methods.

CEO of Oerlikon, Roland Fischer, told AIN that moving into additive manufac-turing was a natural evolution for the company, which is eager to push the field’s technology while expanding its own mar-ket share. “The baby is born, but now we have to feed it. We have to help it grow up.”

Oerlikon is working with Boeing, Lufthansa, and others on various 3D print-ing projects. Much of the work is meant to improve production quality and stabil-ity—areas where additive manufacturing lags behind traditional casting, milling, and drilling.

Aerospace manufacturing has almost no room for variations between compo-nents, but too often, “if you do two parts on one [3D] printer, you cannot take it as a given that they are identical,” Fischer said. Oerlikon is working with Lufthansa Tech-nik to take production stability to the next level, which will enable serial production. Fischer said he hopes to achieve that in 18 to 24 months. In five to 10 years, MROs might be able to print spare parts at air-ports for AOGs, he predicted.

First, though, more standard pro-cesses must be established for additive manufacturing. “It is not good enough that everyone does something a little different,” Fischer said. “We are talking about aerospace, where failure is not an option.” 3D printing today is like driving a car in 1905, he said. There were dif-ferent automakers, but no certification processes, no standards, and not even established road signs.

“We are in this business already,” Fischer said. “We are a player, but we are not the dominant one.” To change that, the com-pany is investing more than $100 million in its additive manufacturing capabilities. Oerlikon’s additive manufacturing opera-tions brought in about $20 million in 2017. Fischer plans to expand that to $300 mil-lion in three to five years, depending on how quickly the market develops. n

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GE scores $437M USAF contractGE Aviation is powering into Farnbor-ough International Airshow 2018 in the wake of winning a nearly half-billion- dollar contract follow-on from the U.S. Air Force to continue development work on its adaptive cycle engines for poten-tial air superiority applications. The $437 million contract was awarded by the USAF Life Cycle Management Center.

“GE is excited to continue the matu-ration of adaptive cycle engines; it will enable revolutionary combat capability of future platforms,” said Dan McCor-mick, general manager of GE’s Advanced Combat Engine Program. “Three-stream adaptive cycle engines bring a genera-tional change to what propulsion can provide as compared to legacy engines or potential upgrades to legacy engines.”

Over the past decade, GE and the USAF have matured the enabling tech-nologies and architectures of adaptive cycle engines through a series of design and test activities in the Adaptive Ver-satile Engine Technology (ADVENT) program, Adaptive Engine Technology Development (AETD) program, and Adap-tive Engine Transition Program (AETP). These efforts have “validated the revolu-tionary capability afforded by this class of technologies and adaptive architectures,” said McCormick. “Our adaptive cycle engine design and test learning over the past decade will be leveraged in this recent contract award.” J.W.

With the addition of the Airbus A350 XWB twin-aisle powered by Rolls-Royce, Philippine Airlines can now connect Manila with New York, nonstop in both directions year-round.

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Where inspiration leads, additive journeys follow.Every additive journey has a beginning. A defi ning momentthat ignites the imagination and sets it on the path of discovery.At GE Additive, we inspire and guide those journeys.

We work with a range of industries, from aerospace to healthcare,sharing our additive experience. Through our integrated off eringof additive experts, advanced machines and quality materials,we empower our customers to build innovative new products.Products that solve manufacturing challenges, improve businessoutcomes and help change the world for the better.

Begin your additive journey at ge.com/additive/journey.

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Tuesday, July 17Engines & Future of Engineering:

‘Big Data & the Future of Engineering’10:00-11:00Boeing’s Dawen Nozdryn-Plotnicki talks about Big Data—delving into the impact it can have on engineering and its future.

Engines & Future of Engineering: ‘ULTIMATE Aircraft engines for year 2050’11:15—11:35Join Tomas Gronstedt from Chalmers University of Technology as he explores the aircraft engines of the future.

Engines & Future of Engineering: The Intelligent Engine11:35-11:55Innovation Theatre, Hall 3 where Richard Goodhead of Rolls-Royce talks about the development of the ‘intelligent engine.’

Engines & Future of Engineering: Through-life Engineering Services Technology: Strategy for the Aerospace Sector11:55-12:15Balaji Srimoolanathan explores through-life engineer-ing technology services for the aerospace industry.

Engines & Future of Engineering: Panel ‘Future Tech for Engines: What’s Next?’12:30-13:30A panel discussion exploring what the future of engines in aerospace looks like and the technology that will change the face of air travel in the future.

Brexit & Regulation: Opening Political Keynote10:45-11:05Rt Hon. Nicky Morgan MP, Chair Treasury Select Committee will open the talks on Brexit, Regulation & Policy, Insight Theatre, Hall 4.

Brexit & Beyond : In Conversation with...11:05-11:45Join a ‘fireside chat’ on Brexit and the Future... speakers to be announced.

Urban Air Transport: A New Dawn for Aviation12:00-13:00A panel of speakers discusses the future of aviation, urban transport, and beyond.

Crossborder Aviation Financing & Investment Drivers, Trends & Policy Implications13:15-13:35Professor David Yu from New York University Shanghai explores emerging markets, in particular China and how it has driven growth in aviation.

Trump on Trade: How To Mitigate Risks to Your Supply Chain13:35-13:55Adrienne Braumiller of Braumiller Law Group PLLC explores the ‘Trump effect’ and what it means for aerospace.

Creating a Truly Global Supply Chain13:55-14:15Mark Johnson, Sigma Components discusses how to create a global supply chain, the challenges that could be faced, advice to reduce these, and how to make the most of international opportunities.

Wednesday, July 18Unmanned Systems: UAVs: Safety, Risk & Regulations10:00-11:00Joji Waites & Anthony Venetz discuss UAV safety risk and regulation.

Unmanned Systems: Turnkey Maritime Surveillance Using RPAS11:15-11:35Ricardo Mendes looks at RPAS for maritime surveillance, Innovation Theatre.

Unmanned Systems: ISTAR Sequencing— a Modern Paradigm for Multi-Sensor ISR Cooperation11:35-11:55Trevor Woolven from Thales talks about ISTAR Sequencing.

Unmanned Systems: Where UTM and ATM meet11:55-12:15In this session, uAvionix discusses the various states of each trial, communicates its vision for a fully cooperative airspace, and its plan to truly integrate the airspace between UTM and ATM.

Prosperity and Growth—Innovating To Create Capability through Partnership and People13:00-13:30Andrew Cowdery, Leonardo UK talks about Leonardo’s growth through its people.

Supersonic & Advances in Air Travel: A Manufacturer’s Perspective10:45-11:45The Founder of Boom Supersonic, Blake Scholl, discusses Supersonic aircraft and the advances in air travel from a manufacturers perspective.

PANEL: Breaking Barriers: Aviation Beyond the Speed of Sound12:00-13:00Panellists Ernie Edwards and Vik Kachoria discuss the next step in traveling faster than the speed of sound.

Starling: The Pioneer to Distributed Air Transport Network13:15-13:35Samad Aviation’s Seyed Mohseni talks about how the Starling Jet is shaping the future of VTOL aircraft, the biz jet, and beyond.

Use of Cargo Drones in Africa13:35-13:55Sanjeev Ghadia of Astral Aviation talks about the revolutionary Cargo UAV that is changing the face of cargo movement in Africa.

Advances in Air Travel: The Flying Taxi13:55-14:15Embraer X’s Antonio Campello talks about their recent venture—the Flying Taxi.

Urban Air Mobility— A New Age of Regional Flight Opportunity12:00-12:20Join Neil Cloughley, MD of Faradair explores the future of the hybrid propulsion system and how it will change the face of air transportation from 2019 onwards.

Thursday, July 19AeroConnect @ Farnborough: Inflight...Online: The Connected Revolution Continues at 35,000 feet09:00The world’s networks of commercial airline routes are evolving. Panel Session 1: Technologies. Panel Session 2: Aeronautical Applications & Passen-ger Services. Panel Session 3: Terminal Equipment & In-Cabin Interface. Panel Session 4: Customer Expecta-tions, Provider Capabilities & Airline Business Models.

Cybersecurity in the Aerospace Industry: Panel10:00-11:00Join leading experts to learn more about cyber security issues facing the aerospace industry today.

New Product Intro: Delivering Launch Excellence11:15-11:35Richard Hammond and Robin Talwar of the SMMT Industry Forum explore best practice approaches to NPI to drive robust product introduction and project management techniques.

Cybersecurity: Future Cybersecurity Challenges Facing the Aerospace Industry11:35-11:55BSI’s Brendan Hill discusses the threats organisations face in relation to information security, and cybersecurity.

Measuring Business Relationships to Improve Performance11:55-12:15Neal Middle from Finger on the Pulse shares the best way to measure business relationships, performance, and how to identify new strategic value within the supply chain.

Cybersecurity: Securing Digital Transformation— Blockchain and Aerospace12:30-13:00Russell Cameron & Thane Hall from Thales talk about blockchain in aerospace and securing the manufacturing supply chain.

Cybersecurity in the Age of Aerospace 4.013:00-13:30Dimitrios Petropoulos, DXC Technology explores cyber security in an aerospace 4.0 age.

Aerospace 4.0: ‘Beyond the Hype: Separating Ambition from Reality in i4.0’10:45-11:45Doug Gates & Alec McCullie from KPMG share the results of their research into what is separating the leaders from the followers in i4.0.

Technology in Aerospace & Defense: How Businesses Are Approaching Today’s Technology Trends12:00-12:30

Torsten Welte, SAP SE and David McMullen, Aviation Week Network will present the key findings from research conducted in 2017 on how businesses are approaching technology trends in A&D.

Aerospace 4.0 Panel: Tech in Aerospace — Influences, Challenges & Trends12:30-13:00Aerospace 4.0 panelist explore the influences, challenges, and trends facing the industry in the digital age.

Friday, July 20Innovation in Space Exploration & Colonisation Technology10:00-10:20

Space Panel: The Mars Project— Exploring ‘Life on Mars’10:20-11:00Adriana Marais & Antti Perttula will discuss

‘Life on Mars’ with Alan Peaford.

Space: The Growing Need for Space Governance11:15-11:35Ralph Dinsley of Reflecting Space talks about space real estate and governance.

Human Capital: Creating a Culture of Excellence that Underpins Sustained Productivity Growth12:30-12:50Professor Peter Hines of SA Partners talks about how to get the most out of your work force.

Why AI and Completely New, Game Changing Thinking, Will Deliver Ultra-Safe Next Generation Airliners & Military Aircraft12:50-13:10Join Dr Donough Wilson of Vivid/FutureVision as he explores how AI can change the face of airliners and military aircraft.

PROGRAM SCHEDULE | FARNBOROUGH 2018

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Where inspiration leads, additive journeys follow.Every additive journey has a beginning. A defi ning momentthat ignites the imagination and sets it on the path of discovery.At GE Additive, we inspire and guide those journeys.

We work with a range of industries, from aerospace to healthcare,sharing our additive experience. Through our integrated off eringof additive experts, advanced machines and quality materials,we empower our customers to build innovative new products.Products that solve manufacturing challenges, improve businessoutcomes and help change the world for the better.

Begin your additive journey at ge.com/additive/journey.

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